International management

The relevance of this topic lies in the need to deepen the study of management issues when entering the foreign market. The external environment in which the company operates is fundamentally important for any business, regardless of its orientation and scale. But for foreign economic activity, it has a very special meaning: if everything in your country is "more or less familiar", then entering the world market, the firm finds itself not only in an unfamiliar economic, political and social environment, but also in an environment where the possibilities and sources of its study and adequate assessment are far from obvious.

That is why it is very important to choose the right management model for working in this activity. Moreover, the techniques and methods remain practically the same as for the intra-economic approach, but they should be considered in more detail and in relation to this activity.

In a competitive environment, efficiency is the main condition for a firm's survival. Effective management, which ensures the success of the company, requires a focus on the person: in terms of the external environment - on the consumer, in terms of the internal environment-on the staff.

International management is a special type of management, the main objectives of which are the formation, development and use of the competitive advantages of the company due to the opportunities for doing business in different countries and the appropriate use of the economic, social, cultural and other characteristics of these countries and cross-country influence.

In this paper, we consider:

Organizational management system, in particular: the concept of organization and organizational structure: types of organizational structures, as well as their comparative characteristics

Management technology, that is, setting operational goals, their effectiveness, management planning, as well as management goals and objectives

The main methods of management – economic, organizational and administrative, socio-psychological, etc.

In addition, the paper considers the features of foreign trade management at the enterprise: the stages of the company's entry into the foreign market and the features of its activities in the future.

1. Organizational structure in the management system

1.1 The concept of organization and organizational structure

Organization — the spatio-temporal structure of production factors and their interaction in order to obtain maximum qualitative and quantitative results in the shortest possible time and at the lowest cost of production factors.

The organization has the following general characteristics:

- determination of its nature by personnel and manager;

- combining processes that otherwise interact unintentionally or inefficiently;

- maintaining both the pre-planned order of the process and the operational, situation-dependent response of the employee and manager. Unplanned actions involve the establishment of responsibility in management;

- defined, process-dependent flexibility that enables the system to function under changing conditions;

- the unity of work processes and management processes, as a result of a reasonable division of labor.

Organization is the unity of state and process, since it provides stable organizational solutions, but is itself only relatively stable due to the constant development of the external and internal environments of the firm.

The control structure ensures the implementation of general and specific control functions, preserves the appropriate vertical and horizontal connections and separation of controls.

The vertical division is determined by the number of management levels, as well as their subordination and directive relations. Horizontal division is carried out according to industry characteristics. It can be oriented:

on sub-processes of industrial production;

manufactured products;

spatial production conditions.

The organizational structure regulates:

division of tasks by departments and divisions;

their competence in solving certain problems;

the overall interaction of these elements.

Thus, the company is created as a hierarchical structure.

Basic laws of rational organization:

ordering tasks according to the most important points of the process;

bringing management tasks in accordance with the principles of competence and responsibility (coordination of competence and responsibility, coordination of the "decision field" and available information, the ability of competent functional units to take on new tasks);

mandatory allocation of responsibility (not for the scope, but for the " process»);

short management paths;

balance of stability and flexibility;

ability to target-oriented self-organization and activity;

desirability of stability of cyclically repeated actions.

The organizational structure is influenced by the following factors:

enterprise size;

applied technology;

environment.

1.2 Types of organizational management structures

The organizational structure of the management apparatus is a form of division of labor for production management. Each department and position is created to perform a specific set of management functions or jobs. In order to perform the functions of the unit, their officials are assigned certain rights to manage resources and are responsible for performing the functions assigned to them.

Distinguish between links:

- linear (administrative subordination);

- functional (by field of activity without direct administrative subordination);

- cross-functional, or cooperative (between departments of the same level).

Depending on the nature of the relationships, there are several main types of organizational management structures:

- linear;

- functional;

- linear-functional;

- matrix;

- divisional;

- multiple.

In a linear management structure, each manager provides leadership to the lower-level divisions for all types of activities. The advantage is simplicity, economy, and ultimate unity of command. The main drawback is the high requirements for the qualification of managers. Now it is practically not used.

The functional organizational structure implements a close link between administrative management and the implementation of functional management.

The linear-functional structure is a step — by-step hierarchical structure. Under it, line managers are the sole managers, and they are assisted by functional bodies. The line managers of the lower levels are not administratively subordinate to the functional managers of the higher levels of management. It was used most widely.

Sometimes such a system is called a staff system, since the functional managers of the corresponding level make up the headquarters of the line manager.

Divisional (branch structure). Divisions (branches) are allocated either by area of activity or geographically.

The matrix structure is characterized by the fact that the performer can have two or more managers (one is a line manager, the other is a program or direction manager). This scheme has long been used in the management of R & D, and is now widely used in firms working in many areas. It is increasingly replacing the linear-functional one.

The multiple structure combines different structures at different levels of management. For example, the branch management structure can be applied to the entire company, and in branches — linear-functional or matrix.

1.3 Comparison of management structures

The analysis of the advantages and disadvantages of management structures allows us to find the criteria for their optimal use.

The linear-functional system provides, starting from the second level of the hierarchy, the division of the management task "by function". Headquarters can be created in the central and other management bodies, forming a staff hierarchy.

This management structure is characterized by:

high centralization of strategic decisions and decentralization of operational decisions,

organization of policy relations on a one-line basis,

the predominant use of coordination tools with technical support.

The structure has the following advantages:

provides high professional specialization of employees,

allows you to accurately determine the places of decision-making and the necessary resources (human resources),

promotes standardization, formalization and programming of management processes.

Disadvantages:

the formation of goals specific to functional divisions makes it difficult to coordinate horizontally,

the structure is rigid and difficult to respond to changes.

Divisional management structures focus on products, sales markets, and regions.

This ensures that:

relatively high independence of division managers,

organization of policy relations on a linear basis,

relatively powerful use of the coordination tool with technical support,

quick response to market changes,

freeing the company's top managers from operational and routine decisions,

reduction of conflict situations due to the homogeneity of goals in the division.

The disadvantages of this structure include:

relatively high coordination costs due to decentralization up to separate budget funding and the system of estimated prices,

With decentralization, the benefits of cooperation are lost, which often requires the centralization of individual functions (R & D, procurement, etc.).

Multidimensional forms of organization and management are characterized by the use of two (matrix) or several (tensor) criteria for separating tasks.

Common features of this organizational form are:

limited decision-making space for management instances,

organization of policy relations on a multi-line basis,

high costs for coordination between instances.

2. Management technology

2.1 Setting operational goals

Purposeful management involves conscious movement towards a clear and clear goal (despite obstacles and even in spite of them). Recently, a new concept of "manager's assertiveness" has appeared in the literature, which provides for the implementation of repeated measures, decisions or measures aimed at achieving the set goal. It is very important that the goal is set in a demonstrative form and can be measured.

2.2 The relationship between the goal and the results achieved

There are often three options.

The end result (which must also be measured) is not only close,but also exceeds the goal.

The end result is inferior to the goal.

The end result contradicts the goal.

Obviously, in the first option, the organization will clearly benefit from the result obtained, but in the future it is necessary to strive for more accurate preliminary calculations and plans.

In the second case, it is important to analyze the reasons for the failure (a negative result is also a result) and draw the right conclusions. In some situations, the final result is worse because of the weak "assertiveness" of managers, a poor management system of the organization, in other cases-because of the imbalance of optimistic and pessimistic assessments when setting goals. It is important to understand why it was not possible to achieve the planned indicators.

Often there is a third option of the outcome, when the achieved results come into conflict with the previously set goals. An example is the ongoing long-term struggle against alcoholism, corruption, drug addiction, etc.In many countries of the world. Moreover, in many cases, these problems are not only not resolved, but also aggravated. In the economy, there are also situations when the goal, for example, increasing labor productivity by tightening discipline, is in conflict with the achieved result (a decrease in psychological motivation to work leads to a sharp decrease in productivity indicators).

2.3 Management principles

The principles of management are implemented through the consciousness, intelligence, will (assertiveness) and purposefulness of a person. It is important to ensure such working conditions in order to maximize the use of these human qualities.

The basic principles of management include:

the scientific principle (it is important to understand the reasons for the discrepancy between goals and results, to see the contradictions between theory and practice, to know the properties of large systems and methods of working in them);

the principle of consistency and complexity (it is important to see the most significant complex of interrelated and mutually dependent subsystems that make up the organization, for example, as in Japan: "lifetime hiring subsystem", "workplace training subsystem", "personnel rotation subsystem", "reputation subsystem", "remuneration subsystem", which complement each other and ensure the growth of labor productivity, living standards and motivation of personnel, economic growth of the entire country);

the principle of unity of command and collegiality in decision-making (the head of the organization is personally responsible for the implementation of a collegially adopted decision);

the principle of democratic centralism (means the need for a reasonable, rational combination of centralized and decentralized principles in management, the ratio of rights and responsibilities between management and the team, the violation of this balance leads either to autocracy in management, or to ochlocracy (the power of the crowd));

the principle of balance of power (basic law: the level of influence of the head on subordinates is equal to the degree of dependence of subordinates on the head);

the principle of optimal combination of sectoral (interests of organizations) and territorial interests (ecology, employment, social, cultural, ethnic and economic problems of the regions);

the principle of priority (priority) of actions, taking into account the importance of the work stages;

the principle of optimal combination of positive synergy in the organization's activities (through a common interest in the results of work) and healthy competition (competition) between its members;

constant consideration of psychological, age, gender, cultural and ethnic characteristics of employees and their motivation.

2.4 Management planning

Planning is the process of justifying a decision and allocating resources (material, financial, human, informational, and temporary). Planning depends on the goals and development strategy of the organization. There are the following types of planning strategies:

strategy for growth over time (for example, sales, production, productivity, quality, financial performance, etc., from the achieved plus an increase in%).

the strategy of limited growth over time (from the achieved plus the increase in inflation).

the strategy of reducing the time (cost of production, financial indicators, etc.).

reduction strategy (functions or divisions of the organization, staff, number of personnel, sales markets, etc.).

combined strategy.

By time, they distinguish:

short-term (operational) planning (for up to one year);

long-term planning (for a period of more than a year).

After defining the goals and development strategy, they begin planning the resources needed to complete the task. From the point of view of the resources involved, the following classification of planning can be made:

material and technical planning (planning of machines, equipment, stocks, working areas, capacities, transport, communications, supply, sales, etc. necessary for the task performance).);

financial planning (planning the future profitability and profitability of work, wages, turnover of funds, loans, etc.);

planning the number of employees;

time planning (building network graphs, Gantt graphs, etc.));

planning of the organization's information architecture and its information resources.

When planning future production volumes, it is necessary to have information about:

product life cycles (if the company produces and sells itself on the market);

production capabilities;

opportunities for sales markets.

The production plan affects costs. It usually specifies:

output volumes over time;

number of employees and salary costs;

product storage costs;

costs for outstanding orders;

out-of-hours or downtime costs;

product transfer costs;

costs of hiring and firing employees, etc.

In production planning, there are three strategies:

planning of time-variable production volumes with variable number of employees;

planning of time-variable production volumes with a constant number of employees;

planning of time-constant production volumes with a constant number of employees;

Planning of material requirements for production is carried out:

taking into account future production volumes (the stock of material resources is minimal);

without taking into account future production volumes (with a focus on the existing large reserves of material resources).

In some companies, the provision of production with material resources does not involve the creation of reserves, but is carried out on the principle of "just in time", when components, raw materials, materials, energy sources arrive exactly at the time when it is necessary, which minimizes storage costs and reduces the cost of production.

A business plan is a special management tool that is widely used in the modern market economy for innovation activities. It allows you to give a holistic assessment of the prospects and potential of the business over time, comprehensively analyze intentions and opportunities, and give guarantees. A business plan is the foundation of entrepreneurship. To obtain additional loans or investments, you need to have a well-founded business plan, which will prove that the new business will be profitable and profitable.

Investment plans (long-term investment plans) are developed by government agencies, private organizations and private investors interested in attracting additional financial resources.

The quality of the plan depends on the chosen methodology and planning methods, the choice of planning indicators, the interaction and unity of planning bodies, the maximum consideration of factors of an objective and subjective nature (the country's economic growth rate, inflation, unemployment rate, ethnic and cultural characteristics and standard of living of the population, the average age and gender of staff, etc.).

2.5 Management tasks

The main tasks of management include: personnel

management (team, personnel);

product quality management;

innovation management (innovations in the organization);

strategic management (growth strategy, limited growth strategy, reduction strategy, combination of strategies);

financial resource management;

material resources and inventory management;

managing information resources;

time resource management (network planning);

labor productivity management;

anti-crisis management of the enterprise;

marketing management (marketing strategies, for example, "price-quality" strategies»);

Conclusion

Management is an important part of the company's activities. The organization's future success in the market largely depends on the proper management of the organization.

There are many factors that affect the development of an organization, but all these factors can be divided into two groups: Factors of the external and internal environment.

The factor of the external environment cannot be ignored, since the company lives in constant contact with the external environment and depends on its changes. Therefore, a competent analysis of external factors and timely transmission of results to the company's management staff plays an important role in the successful operation of the company. And for a company that conducts foreign economic activity, they are especially important, since it is always necessary to take into account the culture of the country to whose market you send your products.

But still, the main component of management is personnel management. It is in many cases, all other things being equal, that it is crucial for the successful development of the company. Human relations are the basis of the manager's activity.

Managerial communication — communication for the purpose of managing people, that is, changing their actions in a certain direction, maintaining this direction or forming a new direction.

Competent management communication with the staff not only creates an optimal climate in the company, but also contributes to improving the efficiency of the staff, as well as helps employees to show initiative. All this together gives the company the opportunity to work most effectively in its chosen market niche without unnecessary friction and delays, and, systematically implementing its strategy, go to Success.

Considering the various components of management, its functions and management schemes, it is clear that the goal of each of them is generally the same — they are designed to lead the company to the top of Success. Therefore, we can conclude that the goal of management as a management system and its essence is to use all available means to lead the company along the chosen line to the top of commercial success, which is the goal of any business in any field.

In the external environment and its assessment, there are huge opportunities and equally the most significant dangers for the development and further activities of the enterprise. It is necessary to understand that in addition to the successful performance of the enterprise. That is why management should pay great attention when entering the foreign market.

References

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