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0УДК 33 Owezberdiyeva A., Nuryyeva E., Nurmyradova J.
Owezberdiyeva A.
teacher of the department of Economic management in enterprises Turkmen State Architecture and Construction Institute (Ashgabat, Turkmenistan)
Nuryyeva E.
student faculty of Economics and Management Turkmen State Architecture and Construction Institute (Ashgabat, Turkmenistan)
Nurmyradova J.
student faculty of Economics and Management Turkmen State Architecture and Construction Institute (Ashgabat, Turkmenistan)
THE INTERNAL ENVIRONMENT OF THE ORGANIZATION, MANAGEMENT STRUCTURES AND THE BASIC PRINCIPLES OF THEIR CLASSIFICATION
Аннотация: this article provides a brief overview of the Organization's internal environment, management structures and the basic principles of their classification. refers to situations and systems created by people within an organization.
Ключевые слова: economics, management, business economics, protections, formal, informal, legal claims, competitiveness.
Internal changes are those that occur within the organization based on the existing situation.
Because organizations are human-made systems, these variables are primarily the result of decisions made in the management process. But this does not mean that
managers can control all internal changes. In most cases, they are some kind of "situation" that managers have to overcome, and in some cases, they have to take it for granted. For example, the General Motors Company was forced to adopt the uniformity of conveyor production, because by abandoning it, it could jeopardize its operation. In this situation, managers are forced to recognize that these conditions have a negative impact on people and productivity and do everything possible to reduce them.
The main internal changes that require the attention of the managers of the organization include: - goals, - structure, - problems, - technologies, - people.
Objectives. By our definition, an organization is a group of people who share common goals. In other words, it can be seen as a means to an end, a means of enabling people to do things together that they could not do alone.
Objectives are specific end-states and desired outcomes that the team wants to achieve through joint efforts. Managers develop goals during planning and communicate them to organizational members. This process is a powerful mechanism of coordination so that members of the organization understand what they are supposed to do.
Diversity of goals. Organizations, especially organizations of different types, have very different goals. Business organizations are primarily driven to produce goods or services by taking into account specific constraints on costs and benefits, which are reflected in their goals of utility and productivity. Government agencies, academic institutions, and nonprofit hospitals are not concerned about the issue of benefits, but the costs make them uncomfortable as well. This is reflected in a set of objectives associated with serving within their specific budget constraints. But it should be noted that social responsibility is conditioned not by the commercial or non-commercial nature of the organization, but, as a rule, by its philosophy.
The diversity of an organization's interests and concerns is further enhanced by the fact that organizations have multiple goals. For example, in order to benefit, a commercial firm must set its own goals in terms of market share, new product development, service quality, manager selection and training, and even social
responsibility. Non-profit organizations also have a variety of goals, but as a rule, they focus heavily on social responsibility. The goal-driven direction of the organization largely determines management decisions.
Chapter Objectives. As with the organization as a whole, goals are essential for departments. For example, the goal of the finance department may be to reduce credit losses to 1% of sales. Another goal of that organization's marketing department might be to reduce the number of customer complaints by 20% in the coming year.
Generally, the goals of departments in different organizations engaged in the same type of business are more similar than the goals of departments of the same organization that perform different functions. For that reason, managers should always focus on the organization's overall goals and coordinate them. Each department's goals should contribute to the overall organization's goals without conflicting with other departments' goals.
Structurally, formal organizations consist of several levels of management and departments. Departments are often referred to as functional areas (not to be confused with management functions). The concept of a functional area refers to the work that a department performs for the entire organization, for example, marketing, production, employee training, or financial planning.
The pattern of interaction between functional units and management levels to achieve organizational goals is called structure. Organizational structure represents a logical interrelationship between management levels and functional areas that allows the organization to achieve its goals as efficiently as possible.
СПИСОК ЛИТЕРАТУРЫ:
1. Law of Turkmenistan "On State Support of Small and Medium Entrepreneurs". - Ashgabat, 2009;
2. Law of Turkmenistan "On Enterprises". - Ashgabat, 2000
