General provisions and the essence of the process of strategic management - the essence of strategic management. Essence, goals and objectives of strategic management. Basic enterprise development strategies

Strategic management is a field of science and practice of management, the purpose of which is to ensure the development of organizations in a rapidly changing environment. The theory of strategic planning and management was developed by American researchers and consulting firms, then this apparatus became part of the arsenal of intra-company planning methods in all developed countries, and is now increasingly in demand by Russian businessmen.

As experts in the field of strategic management V.D. Markova, S.A. Kuznetsov, its essence lies in the answer to three most important questions:

1. What is the current state of the company?
2. in what position it would like to be in three, five, ten years;
3. how to reach the desired position? (Fig. 1.1).

Before deciding where to go next, managers must have a good understanding of the current situation in which the enterprise finds itself and answer the first of the above questions, which requires an information base that provides the strategic decision-making process with relevant data to analyze past, present and future situations. . The second question reflects such an important feature of strategic management as its orientation to the future. To answer it, it is necessary to clearly define what to strive for, what goals to set. The third issue of strategic management is related to the implementation of the chosen strategy, during which the two previous stages can be adjusted. The most important components or limitations of this stage are the available or available resources, the management system, the organizational structure and the personnel who will implement the chosen strategy.

In its subject content, strategic management refers only to the main processes in the enterprise and beyond, paying attention not so much to available resources and processes as to the possibilities of increasing the strategic potential of the enterprise.

Strategic management is defined as a set of strategic management decisions that determine the long-term development of an organization, as well as specific actions that ensure rapid the company's response to changing external conditions, which may entail the need for strategic maneuver, revision of goals and adjustment of the general direction of development.

Strategic management is based on strategic decisions, which include:

• reconstruction of the enterprise;
• introduction of innovations (new products, new technologies);
• organizational changes (changes in the organizational and legal form of the enterprise, the structure of production and management, new forms of organization and remuneration, interaction with suppliers and consumers);
• entering new markets;
• acquisition, merger of enterprises, etc.

Strategic management is the process of making and implementing strategic decisions, the central link of which is a strategic choice based on comparing the enterprise's own resource potential with the opportunities and threats of the external environment in which it operates.

1.1.2. The history of the emergence of strategic management

The emergence of strategic management techniques and their use in practice is most easily understood in a historical context. Business historians usually distinguish four stages in the development of corporate governance: budgeting, long-term planning, strategic planning, and strategic management.

Table 1.1. Stages of development of control systems

Parameter	Types of control systems
budgeting	long term planning	strategic planning	strategic management
Assumptions	The past repeats itself	Trends persist - extrapolation	New phenomena/trends are predictable	Partial predictability for weak signals
Change type	Slower firm response	Comparable to firm response	Faster company response
Process	Cyclical	real time
Basis of management	Deviation control, integrated management	Foresight of Growth, Fundamentals and Opportunities	Changing strategic factors	Accounting for the development of the market and the external environment
Management Emphasis	Stability / reactivity	foresight	Study	Creation
Period	Since 1900	Since the 1950s	Since the 1970s	Since the 1990s

Budgeting

Until the Second World War, in the era of the formation of corporations, special planning services, especially long-term planning, were not created in companies. Corporate executives regularly discussed and outlined plans for the development of their business, however, formal planning associated with the calculation of relevant indicators, maintaining financial reporting forms, etc. , was limited only to the preparation of annual financial estimates - budgets by item of expenditure.

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 in the modern economy also serve as the main tool for distributing intra-corporate resources and monitoring 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.

Long term planning

In the 50s - early 60s of the XX century. The characteristic conditions for the management of American companies were high growth rates of commodity markets, relatively high predictability of trends in the development of the national economy. These factors necessitated the expansion of the planning horizon and created the conditions for the development of long-term planning.

The core idea of ​​the method is to make a sales forecast for the company for several years ahead. At the same time, due to the slow increase in the characteristics of the variability of the external environment, long-term planning was based on the extrapolation of past trends in the development of the company. The main indicator - the sales forecast - was based on the extrapolation of sales in previous years. Further, on the basis of the control figures specified in the sales forecast, all functional plans for production, marketing, and supply were determined. Finally, all plans were aggregated into a single financial plan corporations. The main task of managers was to identify financial problems that were limiting the growth of the firm. In other words, does the firm have sufficient internal resources, or does it need to resort to borrowed funds?

This approach, better known to us as the method of "planning from what has been achieved", was widely used in the conditions of centralized management of the Soviet economy. The main reference points for enterprises were production volumes set from above, and not sales volumes, as in market economy, the achievement of which, as a rule, was limited by limited resources. With this approach, the calculations of the payback of capital investments, the comparison (discounting) of costs over time were widely used.

Strategic planning

In the late 1960s, the economic situation in many industrialized countries changed significantly. As the crisis escalated and international competition intensified, extrapolation projections began to diverge more and more from the real figures, with the most typical phenomenon being setting optimistic goals that did not match the real results. The top management of the firm usually assumed that performance would improve in the future, but often the firm did not reach the planned results. Thus, it turned out that long-term planning does not work in a dynamically changing external environment and fierce competition.

The crystallization of the fundamental elements of the concept of strategic planning is largely associated with the search for ways to overcome the limitations of the long-term planning system, clearly manifested in the uncertainty of the parameters of the general economic development. In the system of strategic planning, there is no assumption that the future must necessarily be better than the past, and the premise that it is possible to study the future by extrapolation is rejected. Actually, the different understanding of the role of external factors by managers is the main difference between long-term extrapolative planning and strategic planning. The main thing in strategic planning is the analysis of both the internal capabilities of the organization and external competitive forces and the search for ways to use external opportunities, taking into account the specifics of the organization. Thus, it can be said that the purpose of strategic planning is to improve the organization's response to market dynamics and the behavior of competitors.

Strategic management

By the 1990s, most corporations around the world had begun the transition from strategic planning to strategic management. Strategic management is a set of strategic management decisions that determine the long-term development of the organization, and specific actions that ensure the organization's quick response to changes in external factors, which may entail the need for strategic maneuver, revision of goals and adjustment of the general direction of development.

I. Ansoff recommends considering strategic management as consisting of two complementary subsystems: analysis and selection of a strategic position and operational management in real time. Thus, strategic management, unlike strategic planning, is an action-oriented system that includes the process of implementing the strategy, as well as evaluation and control. Moreover, the implementation of the strategy is a key part strategic management, since in the absence of mechanisms for implementation, the strategic plan remains only a fantasy.

Paraphrasing P. Drucker, I. Ansoff writes: "Strategic planning is management according to plans, and strategic management is management according to results", thus emphasizing in strategic management on constant monitoring of the external environment and the results obtained, since in modern conditions the uncertainty of the external environment increases while at the same time signals about changes in it are weakened, which leads to the need to have sensitive subsystems for tracking changes in external environment. The emergence of strategic surprises, such as the sequestration of the Russian budget, forces strategic decisions to be made outside of planning cycles. To capture such surprises, systems are being created for collecting and analyzing information in real time (online).

In our opinion, the differences between strategic management and strategic planning are characterized by the commonality of the following important factors:

• strategic management is characterized by a quick dual reaction to changes in the external environment: long-term and operational at the same time. Long-term response is laid down in strategic plans, operational - is implemented outside the planned cycle in real time;
• strategic management considers ways to change the external environment, and not just adapt to it; strategic management also means that the management process must be proactive, not reactive. With a proactive strategy, managers try to influence events in the external environment, and not just react to them. These factors explain the desire big business influence the adoption of political, economic, legislative and other changes at the macro and micro levels;
• strategic management includes elements of all previous management systems, i.e. involves budgeting, using extrapolation to estimate relatively stable factors, applying elements of strategic planning, and adapting real-time strategic decisions.

Often strategic management is called market strategic management (strategic market management). The inclusion of the word "market" in the definition means that strategic decisions should take into account the development of the market and the external environment to a greater extent than internal factors. A firm that implements strategic management must have external orientation(on consumers, competitors, market, etc.). This is the so-called marketing, or market, approach to the organization of management, in contrast to the production approach, focused on the internal capabilities of production.

The essence of strategic management is the answer to three critical questions:

What is the current state of the company?

Where would it like to be in three, five, ten years?

How to reach the desired position?

To answer the first question, managers must have a good understanding of the current situation in which the enterprise finds itself before deciding where to go next. And this requires an information base that provides the process of making strategic decisions with relevant data for the analysis of past, present and future situations.

The second question reflects such an important feature of strategic management as its orientation to the future. To answer it, it is necessary to clearly define what to strive for, what goals to set.

The third issue of strategic management is related to the implementation of the chosen strategy, during which the two previous stages can be adjusted. The most important components or limitations of this stage are the available or available resources, the management system, the organizational structure and the personnel who will implement the chosen strategy.

I. Ansoff recommends considering strategic management as consisting of two complementary subsystems: analysis and selection of a strategic position and operational management in real time. Thus, strategic management, unlike strategic planning, is an action-oriented system that includes the process of implementing the strategy, as well as evaluation and control. Moreover, the implementation of the strategy is a key part of strategic management, since in the absence of implementation mechanisms, the strategic plan remains only a fantasy.

The differences between strategic management and strategic planning, in addition to being related to the process of implementing the strategy, are determined by several more important factors:

Information content - in strategic management, the measure of the uncertainty of the external environment increases while at the same time weakening signals about changes and, consequently, the information content of the management system decreases. This leads to the development of more sensitive information monitoring systems for the external environment;

The emergence of strategic surprises, such as the sequestration of the Russian budget, which force strategic decisions to be made outside of planning cycles, i.e. strategic management is characterized by a quick response to changes in the external environment within the planned periods. To capture such surprises, systems are being created for collecting, analyzing information and making strategic decisions in real time (on-line system);

The reaction of strategic management to external changes is dual: long-term and operational at the same time. Long-term response is laid down in strategic plans, operational - is implemented outside the planned cycle in real time;

In strategic management, the external environment is not seen as something given and unchanging, to which the firm must adapt. Rather, the ways and strategies of changing the external environment are considered;

Strategic management includes elements of all previous management systems, i.e. involves budgeting, the use of extrapolation to estimate relatively stable factors, the application of elements of strategic planning, and the improvements necessary to adapt real-time strategic decisions.

Another definition of strategic management is the activity of ensuring the achievement of the goals of the organization in a dynamic, changing and uncertain environment, allowing optimal use of existing potential and remaining susceptible to external changes.

FEDERAL AGENCY FOR EDUCATION STATE EDUCATIONAL INSTITUTION

HIGHER PROFESSIONAL EDUCATION

"VOLGA STATE UNIVERSITY

SERVICE»

Department: "Management"

TEST

By discipline: Management

I've done the work

student gr. IzU-1S

Sharov Yu.V.

Checked:

Togliatti 2010

Department: "Management" 1

CONTROL WORK 1

1. Essence, goals and objectives of strategic management. Basic Strategies enterprise development. 4

2. Procedure and technology for the development and implementation of enterprise strategy 9

Defining the mission of the organization 10

Formulation of goals and objectives 10

Analysis and assessment of the external and internal environment 10

Development and analysis strategic alternatives, choice of strategy 11

Implementation of strategy 13

Evaluation and control of strategy 13

3. Strategic analysis and its importance for anti-crisis management. fourteen

3. Development and implementation of long-term and current plans 20

List of references: 22

Federal Agency for Education 23

1. Essence, goals and objectives of strategic management. Basic strategies for the development of the enterprise.

Currently, strategic management is the most important factor successful survival in the increasingly difficult market conditions. Nevertheless, one can constantly observe in the actions of organizations a lack of strategicness, which often leads them to defeat in the competitive struggle.

Strategic management fixes at any given moment what the organization must do in the present in order to achieve its goals in the future, based on the fact that the environment will change and the organization's living conditions will also change. That. if intra-company management is focused on creating optimal management conditions (models) that ensure the implementation of planned goals, then strategic management is focused on creating appropriate conditions for the competitiveness and development of the company, depending on changes in the external market environment.

To date, there is no unambiguous, sufficiently clear definition of the concept of "strategic management". Here are the most common definitions.

Strategic management is the process of determining the interaction of an organization with its environment, expressed through the use of selected goals and the achievement of the desired result by allocating the resources of the organization in accordance with an effective plan of action.

Strategic management is the process by which managers set the long-term direction of the organization, its specific goals, develop strategies to achieve them in the light of all possible internal and external circumstances, and adopt the chosen plan of action for execution.

Strategic management- this is such management of an organization that relies on human potential as the basis of the organization, orients production activities to the needs of consumers, responds flexibly and makes timely changes in the organization that meet the challenge from the environment and allow achieving competitive advantage which together enable the organization to survive in the long term while achieving its goals.

Determination of the purpose and main goals of the company's business;

Analysis of the external environment of the company;

Analysis of its internal situation;

Selection and development of the company's strategy;

Portfolio analysis of a diversified company, design of its organizational structure;

Choosing the degree of integration and management systems;

Management of the "strategy - structure - control" complex;

Determination of standards of conduct and policies of the company in certain areas of its activities;

Providing feedback on company results and strategy;

Improvement of strategy, structure, management.

In connection with the foregoing, it is possible to determine the main tasks of strategic management:

Allocation of resources in the most efficient way for the development of the organization;

Implementation of the functions of planning and monitoring the implementation of the set strategic goal;

Determination of the most promising directions for the development of the organization.

The purpose of strategic management come down to formulating a strategy, the implementation of which will allow the organization to have maximum development after a certain period of time.

Main features of strategic management:

1. Focused on a long-term market perspective (5 years or more).

2. Involves the interaction of various business units that implement a single economic policy.

3. The main principles of strategic management are determined by the state and changes in the external environment.

The algorithm for developing a strategic policy is shown in fig. one

Rice. 1 Strategic policy development algorithm

This work is based on this scheme.

There are a number of restrictions on the use of strategic management, which indicate that this type of management, as well as all others, is not universal for any situations and any tasks.

First, strategic management, by its very nature, does not, and indeed cannot, give an accurate and detailed picture of the future. The description of the desired future of the organization developed in strategic management is a set of qualitative wishes for the state in which the organization should be in the future, what position it should occupy in the market and in business.

Secondly, strategic management cannot be reduced to a set of routine rules, procedures and schemes. He does not have a theory that prescribes what and how to do when solving certain problems or in certain situations. 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.

Thirdly, 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, investment directions are changing dramatically, when new business opportunities suddenly appear and opportunities that have existed for many years disappear before our eyes, the price of retribution for incorrect foresight and, accordingly, for mistakes in strategic choice, often becomes fatal for the organization. . The consequences of an incorrect forecast are especially tragic for organizations that carry out an uncontested way of functioning or implement a strategy that cannot be fundamentally corrected.

Defining a strategy for a firm fundamentally depends on the specific situation in which it finds itself. The choice of business strategy is influenced by the strengths of the enterprise, its goals, interests and attitudes of management towards market opportunities and the potential of the company, financial resources, qualification of employees, obligations of the enterprise, degree of dependence on the external environment, time factor, position of the enterprise relative to the market. We can say that as many firms exist, as many specific strategies exist. However, this does not mean that it is impossible to typify strategies. There are general approaches to strategy formulation and general frameworks within which strategies fit.

Thompson and Strickland developed a matrix for determining a business strategy based on 2 components (the speed of market development and the level of development of an enterprise, i.e. its competitive position), characterizing the position of an enterprise in the market (Fig. 2).

Fig. 2 Business strategy matrix

Centered diversification strategy is based on the search and use of additional opportunities for the production of new products contained in the existing business and does not involve a transition to another market ( New Product- old market). That is, the existing production remains at the center of the business, and the new one arises based on the opportunities that are contained in the developed market, the technology used, or in other strengths of the firm's functioning.

Conglomerate diversification strategy is based on the expansion of the company through the production of technologically unrelated new products sold in new markets (new business - new product - new market).

Horizontal integration strategy is focused on finding growth opportunities in the existing market by creating new products based on the attraction of new technologies (old market - new product - new technologies).

Reduction strategies are implemented when the company needs to regroup forces after a long period of growth or in connection with the need to increase efficiency, when there are recessions and fundamental changes in the economy, such as, for example, structural adjustment, etc. The implementation of these strategies is often not painless for the firm. However, it must be clearly understood that these are the same strategies for the development of the company as growth strategies, and under certain circumstances they cannot be avoided. Moreover, sometimes these are the only possible strategies for business renewal, since in the vast majority of cases renewal and growth are mutually exclusive business development processes.

Vertical integration strategy is aimed at the acquisition or absorption by the enterprise of the entire technological chain within which this enterprise operates.

Focus strategy firms in the selected market segment. In this case, the company thoroughly finds out the needs of a certain market segment in a certain type of product. The firm may seek to reduce costs or pursue a policy of specialization in the production of a product. It is also possible to combine these two approaches. However, it is absolutely mandatory for the implementation of the strategy that the company must build its activities, first of all, on the analysis of the needs of customers in a certain market segment. That is, in its intentions, it should proceed not from the needs of the market in general, but from the needs of quite specific customers.

Leadership strategy in minimizing production costs is based on the fact that the company achieves the lowest costs of production and sale of its products. As a result, it can gain a larger market share through lower prices for similar products. Firms pursuing this type of strategy must have good production and supply organization, good technology, and a good distribution system. In order to achieve the lowest costs, everything that is connected with the cost of production, with its reduction, must be carried out at a high level of performance.

Concentrated Growth Strategies. This includes those strategies that are associated with a change in the product and (or) market and do not affect other elements. In the case of following these strategies, the firm is trying to improve its product or start producing a new one without changing the industry. With regard to the market, the company is looking for opportunities to improve its position in the existing market or move to a new market. These strategies are divided into:

- market position strengthening strategy, at which the company does everything to win the best positions with this product in this market;

- market development strategy, which consists in finding new markets for an already produced product; financial enterprises, are closely related to the concept strategic management in management. Methodology... considering goals And tasks basic strategies development enterprises, which sets the direction of its innovative development. On the...

Economic, social and organizational strategies development enterprises

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According to strategic goals, which are expressed in specific numerical indicators, and the developed basic strategy development enterprises its economic...

To continue to be successful, an organization must have clearly defined goals that can be achieved through strategic management.

Strategic management is the management activity of processing and implementing decisions aimed at the complete and effective use available resources aimed at fulfilling the tasks set for the organization in the future.

Strategic management involves the development of long-term goals and policies, attitudes and guidelines, fundamentally new areas of activity, and a wide range of important organizational decisions on future-oriented problems associated with uncontrollable external factors. The essence of the theory of strategic management is to use the concept "From the future to the present, not from the past to the future."

The subject of strategic management are the following problems:

1. Directly related to the main goals of the organization. Of a strategic nature are the decisions to create new and liquidate old industries, the development of new products, technologies, markets. A solution to save material, energy and labor resources are not strategic.

2. Associated with some elements of the organization that are necessary to achieve the goal. Strategic goals include planning the development and release of new products, the acquisition of new technological equipment, the invitation of new specialists, and the like.

3. Associated with uncontrollable external factors. When choosing a strategy, it is important to determine what economic, political, social and other factors affect the future of the organization, which requires constant monitoring of the external environment.

Strategy formation is carried out in the following way. First determine the strategic goal; assess the market opportunities and resources of the organization; develop a general concept of the strategy, and within its framework, options for discussion. The developed options are then finalized, analyzed and evaluated. The best of them is accepted as the base one, which serves as the basis for creating special and functional strategies, preparing strategic and operational plans and programs.

The choice of strategy is influenced by various factors: The type of business and the characteristics of the industry in which the organization operates (the level of competition from organizations producing similar products).

The state of the external environment (stability or variability of the external environment, predictability of changes).

The nature of the goals that the organization sets for itself (values, when making decisions by managers).

The level of risk as a factor in the organization's activities (acceptable level of risk).

The internal structure of the organization (strengths and weaknesses of the organization that allow you to successfully compete in the market).

Experience in implementing past strategies (allows you to avoid past mistakes, but limits your choice).

Time factor (contributes to success or failure in the implementation of new technology, delivery of products to the market, etc.).

The multifactorial nature of the choice of strategy requires the development of several strategic alternatives, from which the best one is chosen.

Strategic Alternatives is a set different strategies, which allow you to achieve the strategic goals of the organization within the chosen basic strategy and limited resources. Each strategic alternative provides the organization with different opportunities and is characterized by different costs and benefits.

There are two main directions for the development of strategic management: regular strategic management and real-time strategic management.

Regular strategic management is a logical development of strategic planning and consists of two complementary subsystems: strategy analysis and planning, strategy implementation.

Strategic management in real time

associated with the solution of unexpected strategic objectives. It arises and develops in those industries where changes in the external environment are too fast and unpredictable, which requires an urgent adequate response and the organization simply does not have time to review its strategy. This system of strategic management provides the following methods for solving the problem: forced, adaptive, crisis management, resistance management.

forced method used in conditions of acute time pressure, when a quick reaction is required and involves the use of force to overcome resistance. This method is too expensive and socially undesirable, but it offers strategic response time advantages.

Difficulties in using this method are as follows: lack of a sufficient information base by the beginning of the changes; inability to foresee the sources and strength of resistance to change; failure to address the root cause of resistance; premature structural change as a result of the slowdown in the pace of change; sabotage change; lack of understanding of the need to improve competence and the creation of new managerial capacity.

Adaptive changes- These are gradual, minor changes that over a long time affect the traditional criteria, power structure and competence of managers. The process arises as a reaction to the constant impact from the outside or to the unsatisfactory production and economic indicators of the organization. Slow adaptation is generally carried out by trial and error. But even with slow changes, organizational conflicts arise that can be resolved through compromises, agreements and relocations in the leadership of the organization.

Adaptive change must be supported by appropriate motivation. This requires changes in the moods and thinking of those working in the balance of power. Then the necessary organizational changes, increasing the competence of management personnel.

Crisis management apply in cases where changes in the external environment threaten the existence of the organization and it is in a cruel position.

Top management's first priority is not to fight resistance to change, but to act quickly and effectively to prevent panic.

Resistance management. This method can be implemented within the timeframe determined by the development of events in the external environment. With an increase in the urgency of change, this method approaches forced, with a decrease - to adaptive.

Advantages of the method: accelerates the appropriate measures of the organization before the start of changes in the external environment and at the same time takes into account the distribution within power. The disadvantage of the method is that it is complex and requires constant management attention.

Introduction

Methodological foundations of strategic management

1 Scientific hypotheses

2Scientific approaches to strategic management

Essence and content of strategic management

1The essence of strategic management

Characteristics of strategic management

1Conditions for the emergence of strategic management

2New management pyramid

3Distinctive characteristics of strategic management

4Advantages and limitations of strategic management

Conclusion

Bibliography

Introduction

Strategic management deals with the growth and survival of large organizations. The importance of strategic behavior in allowing a firm to survive in the competition in the long term has increased dramatically in recent decades. The acceleration of changes in the environment, the emergence of new demands and changes in the position of the consumer, increased competition for resources, the internationalization and globalization of business, the emergence of new unexpected business opportunities opened up by the achievements of science and technology, and a number of other reasons have led to a sharp increase in the importance of strategic management. But there is no single strategy for all companies, as well as a single universal strategic management. Thus, in order to draw up a strategy for a particular firm, it is necessary to conduct a strategic analysis of its internal and external environment.

strategic management strategy

1. Methodological foundations of strategic management

.1 Scientific hypotheses

In the strategic management system, methodological approaches are becoming increasingly important, which is understood as a single holistic direction for using the logic, principles and methods of strategic management in the development of forecasts, projects, strategic programs and plans of all levels and time horizons. All of them are based on certain hypotheses.

random hypothesis. There is no single recipe for managing a company. Sometimes the randomness hypothesis is interpreted as follows: if there is no universal solution, then each company is unique in nature and must and must find its own way. However, at present, the understanding of this hypothesis is as follows: between two solutions common to all, there is a certain set of different types of managerial behavior corresponding to different types of problems.

Hypothesis about dependence on the external environment. The problems that the external environment poses to the company determine the optimal model of the company's behavior. In the second half of the 20th century, this hypothesis acquired vital importance. At the beginning of the century, when companies largely determined their environment, it could be neglected.

Conformity hypothesis (borrowed from cybernetics). To achieve success, the level of aggressiveness of the company's strategy must match the level of turbulence in the environment.

Hypothesis about strategy, ability and activity. The activity of the company is optimal when its strategic behavior corresponds to the level of turbulence of the environment, and business abilities correspond to strategic behavior.

The multi-element hypothesis, which rejects the assumption that any one component of management, whether it be key managers, structure, culture or system, is essential to success. On the contrary, the success of the company is the result of the interaction and complementarity of several key elements (although under different conditions one or more components may prevail over others).

The balance hypothesis. For each level of environmental turbulence, you can choose a combination (vector) of elements that optimizes the success of the company. One glance is enough to understand that only a small number of companies behave optimally.

1.2 Scientific approaches to strategic management

The analysis of the theory and practice of managing economic systems made it possible to establish the need to apply the following scientific approaches to strategic management:

system approach - consideration of a system (enterprise) as a set of interrelated elements that has an input, output (goal), connection with the external environment, feedback;

marketing approach - orientation of the control subsystem to the consumer;

functional approach - consideration of the need as a set of functions necessary to satisfy it;

reproduction approach - focus on the constant resumption of production of goods for the needs of a particular market with the lowest total costs;

normative approach - the establishment of management standards for all subsystems of the management system for the most important elements;

an integrated approach - taking into account the technical, economic, organizational, environmental, social, psychological aspects of management in their relationship;

integration approach - focus on the study and strengthening of the relationship between individual subsystems and elements of the management system; between the stages of the life cycle of the control object; between levels of management vertically; between the subjects of management horizontally;

dynamic campaign - consideration of the control object in dialectical development, in cause-and-effect relationships and subordination;

process approach - consideration of management functions as a series of continuous interrelated actions;

quantitative approach - the transition from qualitative assessments to quantitative ones using mathematical and statistical methods, engineering calculations, expert assessments, a scoring system;

administrative approach - regulation of functions, rights, obligations, quality standards, costs, duration, elements of the management system in regulations;

behavioral approach - assisting the employee in understanding his capabilities and abilities based on the application of the concepts of behavioral sciences.

situational approach - the use of methods that are most appropriate for a given situation and adapted to it.

2. Essence and content of strategic management

.1 The essence of strategic management

The essence of strategic management is the answer to three critical questions:

What is the current state of the company?

Where would it like to be in three, five, ten years?

How to reach the desired position?

To answer the first question, managers must have a good understanding of the current situation in which the enterprise finds itself before deciding where to go next. And this requires an information base that provides the process of making strategic decisions with relevant data for the analysis of past, present and future situations. The second question reflects such an important feature of strategic management as its orientation to the future. To answer it, it is necessary to clearly define what to strive for, what goals to set. The third issue of strategic management is related to the implementation of the chosen strategy, during which the two previous stages can be adjusted. The most important components or limitations of this stage are the available or available resources, the management system, the organizational structure and the personnel who will implement the chosen strategy.

In its subject content, strategic management refers only to the main, basic processes at the enterprise and beyond, paying attention not so much to available resources and processes as to the possibilities of increasing the strategic potential of the enterprise. Strategic decisions are at the heart of strategic management.

Strategic decisions are management decisions that:

) are future-oriented and lay the foundation for operational management decisions;

) are associated with significant uncertainty, since they take into account uncontrollable external factors affecting the enterprise;

) are associated with the involvement of significant resources and can have extremely serious, long-term consequences for the enterprise.

Strategic decisions include:

reconstruction of the enterprise;

introduction of innovations (new products, new technologies);

organizational changes (changes in the organizational and legal form of the enterprise, the structure of production and management, new forms of organization and remuneration, interaction with suppliers and consumers);

entering new markets;

acquisition, merger, etc.

Strategic management extends to the long-term goals and actions of the company. We can say that the formulation of the strategy (mode of action) and its clear tools are the core of management and the most accurate sign of good management companies.

determining the purpose and main goals of the company's business;

analysis of the external environment of the company;

analysis of its internal situation;

selection and development of a strategy at the level of the strategic business area (SZH) of the company;

portfolio analysis of a diversified firm;

designing its organizational structure;

choice of degree of integration and management systems;

determination of standards of behavior and policies of the company in certain areas of its activity;

providing feedback on the company's results and strategy;

strategy improvement; management structures.

The relationship of these components is shown in Figure 1.

Figure 1 - Content of strategic management

Strategic management begins with the definition of the mission (purpose) and the main goals of the company. This establishes the context within which the strategy must be formed and the criteria for its suitability determined. The mission (purpose) establishes why the company exists and what it should do. aim external analysis is the identification of strategic opportunities and threats. The external environment of the firm is considered at two levels: industry and broader macroenvironment.

aim internal analysis is the identification of strengths and weaknesses in the firm's activities. This includes identifying the quantitative and qualitative characteristics of the organization's resources in the areas of production, marketing, materials management, R&D, information management, finance, etc.

Strategic choice involves the generation of a set of strategic alternatives that are consistent with the mission and objectives of the firm, its internal strengths and weaknesses, external opportunities and alternatives. The basis of this process is usually a SWOT analysis. For a diversified firm, the problem is choosing the optimal set of SBAs (creating an optimal portfolio of SBAs), for which special procedures are used (the so-called "matrix technique"). SBA portfolio optimization is associated with the use of market entry and exit strategies.

To implement the chosen strategy, the firm must use an appropriate organizational structure and an appropriate system of organizational control.

In practice, the strategy is developed at four levels of company management (Table 1).

Table 1 - The main levels of development of the company's strategy

	Responsible for development (decision making)
Corporate strategy	Executive director, key vice directors (the decision is made / reviewed by the board of directors)	Creation and management of a portfolio of SBAs Ensuring synergy of SBAs as a competitive advantage Determination of investment priorities and management of resources in the most attractive SBAs Revision / revision / unification of the main strategic approaches of SBA chiefs
SZH strategy	Chief manager / chief of the SZH (decisions are made / reviewed by the company's management)	Determination of actions and approaches for successful competition and in the interests of obtaining competitive advantages. Formation of response to changing external conditions. Unification of strategic initiatives of key functional services. Actions to solve specific problems
Functional strategy	Functional managers (decisions are usually made / reviewed jointly with the SZH management)	Creation of functional approaches to support business strategy and achieve functional goals and functional strategies in R&D, production, marketing, finance, personnel. Revision / revision / unification of the main approaches of lower-level managers
Operational strategy	Heads of field units / lower level managers, including functional ones (decisions are made / reviewed by heads of functional departments)	Development of narrower and more specific approaches and actions in support of functional and SBA strategies and in the interests of achieving the goals of field units and functional departments

This process is schematically shown in Figure 2.

Figure 2 - Information flows in the formation of the strategy of a diversified firm

Strategic management extends to the long-term goals and actions of the company. We can say that the formulation of a strategy (mode of action) and its clear tools are the core of management and the surest sign of good company management.

3. Characteristics of strategic management

.1 Conditions for the emergence of strategic management

The main conditions for the emergence of strategic management include:

technological breakthroughs that require forecasting new production and technological opportunities;

saturation of the market for goods and services, which led to increased competition and complication of consumer demands;

the beginning of the process of globalization of markets and the emergence of transnational corporations capable of influencing the market up to its division.

3.2 New management paradigm

The actions of organizations and their leaders cannot be reduced to simply responding to the changes that are taking place. The need for conscious change management based on a scientifically based procedure for their foresight, regulation, adaptation to the goals of the organization, to changing external conditions is increasingly recognized. In the same way, the organization itself must respond adequately to changes in the external environment.

The principles of the new management paradigm should constitute the entire system for improving the management of the organization. Under the conditions of operational management, these principles make it possible to understand the nature of the organizational and managerial mechanisms for subordinating production to consumption and satisfying market demand. They are especially important for understanding the concept of strategic management, which has become increasingly widespread in recent years. They allow:

understand the structure of the strategy planning process, the role and methodology of strategic market segmentation;

understand the new methodological tools used in the analysis of strategic alternatives and the choice of strategy;

select and design a system for managing the implementation of the strategy and organizational structures management of the firm, allowing it to achieve its goals in the face of strategic changes.

In a highly competitive and rapidly changing environment, firms must not only focus on the internal state of affairs, but also develop a long-term strategy of behavior that would allow them to keep up with the changes taking place in their environment.

In the past, many firms were able to function successfully by focusing mainly on day-to-day work, on internal problems associated with improving the efficiency of resource use in current activities. Now, although the task of rational use of potential in current activities is not removed, it becomes extremely important to implement such management, which ensures the adaptation of the company to rapidly changing business conditions.

A number of reasons led to a sharp increase in the importance of strategic management. The main ones are:

accelerating environmental change;

the emergence of new requests and changes in consumer positions;

increased competition for resources;

business internationalization;

the emergence of new unexpected business opportunities opened up 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.

There is no single strategy for all companies, just as there is no single universal strategic management. Each firm is unique in its own way, so the process of developing a strategy for each firm is unique, as it is influenced by:

the firm's position in the market;

company development dynamics;

the company's potential;

competitor behavior;

characteristics of the goods produced by the company or the services it provides;

state of the economy;

cultural environment and many other factors.

At the same time, there are some fundamental points that allow us to talk about some generalized principles for developing a behavior strategy and implementing strategic management.

3.3 Distinctive characteristics of strategic management

Strategic decisions are mainly related to external rather than internal problems of the organization. In management, the term "strategic" itself means - "affecting the relationship between firms and the environment."

Strategic management was born evolutionarily from strategic planning, which is its essential basis. In contrast to long-term planning, strategic planning and management determines what the organization must do now in order to achieve the desired goals in the future, and also develops the ability to respond to changes in the environment in order to achieve these goals.

Strategic management involves not only the adaptation of an enterprise to the external environment, but also a directed impact on the environment, its change and the creation of conditions for implementing the strategy and achieving goals. The external environment is the area of ​​strategic changes that are carried out in the process of implementing the strategy.

Strategic management requires an entrepreneurial style of behavior of TOP managers, which is characterized by the desire for change, anticipation of future dangers, the search for new opportunities and new management decisions, etc.

Strategic management is the combination of intuition and 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, as well as the active inclusion of all employees in the implementation of the organization's tasks aimed at achieving the goal. Strategic management is a process that is unique to every firm.

3.4 Advantages and limitations of strategic management

strategic management provides a common understanding of why the organization operates and certain management decisions are made (this allows you to bring a single focus on the activities of all departments and personnel of the organization to achieve its strategic goals);

strategic management is designed to ensure not the current success of the organization, but its continuous development in conditions of unstable external environment and fierce competition;

strategic management allows you to combine the decision of the leaders of all levels of management associated with the strategy;

strategic management provides an opportunity to evaluate alternative options for the use of resources, that is, it is reasonable to transfer resources to strategically sound and effective projects;

strategic management creates an environment that encourages the active leadership of the organization, rather than passive response to changing situations;

in strategic management, the latest and most progressive developments are used.

However, some disadvantages inherent in strategic management should be noted:

strategic management, by virtue of its nature, cannot give an accurate and detailed picture of the future, which makes it difficult to develop strategic plans and implement them;

strategic management does not have a descriptive theory that prescribes what and how to do when solving limited problems and in specific situations. Each manager understands and implements strategic management in his own way, but not everyone has strategic foresight;

huge efforts, large expenditures of time and resources are required in order for the organization to begin the process of strategic management;

At present, the negative consequences of mistakes in strategic foresight are sharply increasing.

Conclusion

Having researched the topic control work, it is possible to determine the high role of strategic management in the economy of modern companies. The correct drawing up of a strategy determines the competitiveness of a company in the market of goods and services.

Bibliography

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Yu.V. Kuznetsova, V.I. Podlesnykh "Management" Publishing House "Business Press", St. Petersburg 2001