Analysis of macro-organization

Macro-creates the overall conditions of the environment of the organization. In most cases, macro-not of a specific nature in relation to a single organization. However, the degree of influence on the macro-state of different organizations are different. This is due both to differences in the areas of the organization, and the differences in the internal capacity of organizations. The structure consists of macro-components: economic, political, legal, social, technological, natural and geographical features. All of them are shown in Figure 1. The study of macro-economic components allows us to understand how form and distributed resources. It involves an analysis of characteristics such as the gross national product, inflation rate, unemployment rate, interest rate, productivity, rates of taxation, balance of payments, the rate of accumulation, etc. In the study of the economic component is important to pay attention to such factors as the overall level of economic development, extraction of natural resources, climate, type and level of development of competitive relations, population structure, level of education of the workforce and the value of wages. The manual should also be able to assess how the organization will affect the operations of the general changes in economic conditions. The state of this component affects the cost of all inputs and the ability of consumers to buy certain goods and services. If, for example, projected inflation, management may consider it desirable to increase reserves and resources supplied by the organization to hold talks with workers on fixed salaries, in order to curb rising costs in the near future. It may also decide to make a loan, since the maturity of the money will be cheaper and thus will be partially offset losses from interest payments. If the projected economic slowdown, the organization may choose a path to reduce inventories of finished goods, as it may appear difficult markets, reduce the proportion of employees or postpone plans to expand production. The economy can greatly affect the availability of capital for the organization of their own needs. This is mainly due to the fact that the federal government often tries to smooth out the impact of deteriorating economic conditions, adjusting taxes, money supply and interest rates, set by the Central Bank. The bank changes the terms of the loan and increases (decreases) the interest rate and the proportion of reserve requirements for commercial banks. Similarly, a tax cut increases the mass of money that people can spend on non-essential purposes, and thus help stimulate business. Current and projected state of the economy can have a dramatic impact on the organization's objectives. These factors in the economic environment should always be diagnosed and evaluated. What is an organization of economic threat, others see as a possibility. Analysis of legal regulation, involving the study of laws and regulations, establishing the rule of law and the framework of relations gives the organization the opportunity to determine for themselves the acceptable range of actions in relation to other subjects of law and acceptable methods to defend their interests. The study of the legal regulation should not be confined only to review the content of legislation. It is important to pay attention to such aspects of the legal environment, as the activity of the legal system, traditions in this area, and the procedural side of the practical implementation of the legislation [2]. Macro-political component should be studied first in order to have a clear idea about the intentions of public authorities with regard to the development of society and the means by which the government intends to implement its policies. The study of the political component should focus on finding out what programs are trying to enforce the various party structures, which groups are lobbying in government, how does the government exist in relation to different sectors and regions of the country, what changes in law and legal regulation possible by the adoption of new laws and new regulations on economic processes. It is important to understand such basic characteristics of the political subsystem, such as: what determines the political ideology of government policy, how stable the government, how it is able to pursue a policy, what is the extent of public dissatisfaction and how strong the opposition political structure to make use of this discontent to seize power into their own hands. Of great importance for companies with operations or markets with other countries, has a factor of political stability. The host country for foreign investors or for export policy changes can lead to restriction of property rights for foreigners (even the nationalization of foreign property), or the establishment of special duties on imports. Balance of payments or servicing problems of external debt may make it difficult to obtain foreign currency, exported as profits. On the other hand, the policy may change in the direction favorable to investors when there is a need for capital inflows from abroad. Should also be noted that the impact of the macro-components is not of a strictly unidirectional, that is, the impact of policies on the organization. Happens with the state. It can be effective only if it is the intersection of their interests and goals. From the perspective of the head of state should create conditions in which we can effectively reach their goals: investment environment, legal certainty, etc. And from a policy perspective, the head of the organization is designed to ensure the goals and interests of a higher order, that is, economic growth, reduce unemployment and other major socially significant problems. The interaction of the same organization with regional and municipal authorities takes place during the company's registration, certification and registration of trademarks, standardization, and environmental control. The study of macro-social component is aimed at to understand the business impact of such social phenomena and processes, as people's attitudes towards work and quality of life that exist in society, customs and beliefs, shared values ​​people, the demographic structure of society, population growth, level of education, people's mobility or readiness to change of residence, etc. The social component is very important, as it is pervasive, affecting how the other components of macro-as well as on the internal environment of the organization. Social processes change relatively slowly. However, if there are certain social changes, they lead to many very significant changes in the environment of the organization. Therefore, the organization should seriously monitor the possible social changes. The social component is the social processes and trends occurring in society and influence the activities of the organization. This component affects the level of demand, consumer preferences, the choice of market sales, etc. It also defines the parameters of the regional labor market, which determines the location of the enterprise. Analysis of the technological components allows to see the possibilities that science and technology opens up new products, to improve our products and to upgrade the technology of manufacturing and marketing products. The progress of science and technology brings tremendous opportunities, and at least a huge threat to the firm. Many organizations fail to see that open up new prospects as well as technical ability to implement radical changes are mainly outside the industry in which they operate. Too late to modernization, they lose their market share, which can lead to extremely negative consequences for them. Technology is both internal and external variable factor of great importance. Technological innovations affect the rate of obsolescence of the product, how you can collect, store and distribute information, as well as what kind of services and new products consumers expect from the organization. Obviously, organizations that deal directly with the technology of high-level, high-tech enterprises should be able to respond quickly to new developments and offer their own innovations. Today, however, to remain competitive, all organizations must keep pace, at least to those developments that affect their performance. Analysis of the technological environment can at least take into account changes in technology, the use of computers in design and delivery of goods and services or advances in technology communications. Not all organizations are subject to rapid technological progress, however, management must necessarily determine what factors in the environment technology could lead to a "futuroshoka" (a destructive process, which occurs due to exposure to too much change in too short a time), which may lead to the destruction of the organization. Also highlighted in a special group of natural and geographical factors associated with climatic conditions, natural resources and energy situation. Through the study of various macro-component, it is important to bear in mind the following two points. First of all, is that all components are in a macro-strong interaction. A change in one component necessarily leads to the fact that there are changes in other components of the macro-. Therefore, their study and analysis should not be carried out separately and systematically tracking not only the changes in a separate component, but with clarification of how these changes affect the other components of the macro-[4]. Second, is that the impact of individual components of the macro-organization in a variety of different. In particular, the degree of influence is manifested in different ways depending on the size of the organization, its industry sector, geographic location, etc. For example, it is believed that large organizations are more dependent on macro-than small ones. To take this into account in the study of macro-, the organization must determine for themselves which of the external factors relating to each component of the macro-, have a significant impact on its operations. In addition, the organization must make a list of external factors that are potential carriers of the threats to the organization. You must also have a list of external factors, changes in which can open up additional opportunities for the organization. In order for the organization to effectively examine the status of macro-component, should be a special tracking system environment. The system should perform as special observations relating to some special events and regular (usually once a year) observations of the state are important for the organization of external factors. Observations can be carried out in many different ways. The most common methods of observation are: An analysis of articles published in books, magazines and other media publications, participation in professional conferences, analysis of the experience of the organization study the views of members of the organization, conducting in-house meetings and discussions. The study of macro-components should not end with just a statement of fact, in what condition they were in earlier, or in what condition they are at any given time. It is also necessary to reveal the trends that are characteristic changes in the state some important facts and try to predict the direction of these factors in order to foresee what threats the organization can expect and what opportunities might open up in front of her in the future. The system allows the analysis of macro-desired effect only if supported by senior management and gives him the necessary information if it is closely related to the planning system in the organization and, finally, if the work of analysts working in this system, combined with the work of experts in strategic Issues that are able to trace the connection between the data on the state of macro-and the strategic objectives of the organization and evaluate this information in terms of threats and opportunities for further implementation of the strategy. References: 2. Gruzinov and VP Enterprise Economics and Business / VP Gruzinov. - M.: Sophist, 2007 .- 489s. 3. Dunayev NY Strategic planning / NY Dunaeva .- Moscow: INFRA-M, 2007 .- 178s. 4. Zaslavsky, IE The role and importance of marketing / IE Zaslavsky. - Moscow: Nauka, 2008 .- 289s.