Marketing environment. Characteristics and properties of the health care system Factors hindering the economic activity of a medical organization

The internal environment of the organization reflects the specifics of its activities, namely the features of technology, promotion of goods to the buyer, organizational structure, the climate in the team, approaches to personnel training and labor incentives.

Internal environmental factors (internal variables) - situational factors within the organization, which are the result of management decisions. Internal variables are controllable to varying degrees. Among them are the following, the most important:

The goals of the organization;

Structure;

Technology;

Organizational goals are specific end states or desired outcomes that members of the organization would like to achieve by working together.

Without a clear formulation of the goals of its activities, the organization cannot establish itself in the market and survive in the competition. The rationale behind goal setting is to identify the most significant areas of activity and expected results in order to focus on achieving those results.

Formulating and communicating objectives is an important means of coordinating work divided among specialized teams, provided that the objectives of the units are aligned with the objectives of the organization as a whole.

For commercial organizations, the goals of profitability, profitability, etc. are set, for non-commercial organizations - the goals of fulfilling budgets, social responsibility to society, etc.

The most common areas of goal setting in a business organization are:

Profitability;

Market position;

Performance;

Financial resources;

The capacity of the organization;

Product development, product manufacturing and technology update;

Changes in organization and management;

Human resources;

Working with buyers;

Providing assistance to society, etc.

The structure of an organization is a logical relationship between levels of management and functional areas, built in a form that allows you to most effectively achieve the goals of the organization.

A task is a prescribed work, a series of work functions that must be completed in a specific form and within a limited period of time. Tasks can be classified as work with objects, people, information.

From a technical point of view, tasks are assigned not to the employee, but to the position. Based on the decision on the structure, each position includes a number of tasks that are considered as a necessary contribution to the achievement of the goals of the organization.

The technology of production in the field of business activity is understood as methods, methods, and techniques for combining factors of production in order to obtain a product ready for consumption.

From a managerial point of view, technology is not a method of processing raw materials, not a method of connecting machines and workers. The manager, first of all, is looking for the most effective way achieving targets.

The production technology and its choice is an engineering and technical function, and the organization technology production process- the economic and organizational function is fully assigned to the manager.

The main tasks that a manager has to solve in relation to technology:

Compliance of technology with the chosen (elected) profile of the organization;

Technology performance assessment;

Assessment of the technology cost (payback period, efficiency, energy intensity);

Assessment of the compliance of the level of actual qualifications of personnel with the requirements of the selected (used) technology;

Assessment of the compliance of the selected technology with competitive technological standards.

Challenges and technology are closely related. A specific task involves the use of a specific technology as a means of converting the input material into the output form.

An organization, including leaders and subordinates, is nothing more than a group of people. There are three main aspects of the human variable in a situational management approach:

Individual behavior;

Behavior of people in groups;

The nature of the leader's behavior, the functioning of the manager as a leader and its influence on the behavior of individuals or groups.

For the firm "Meridian", due to the limited number of its personnel, the most suitable is a linear-functional structure, in which two departments can be distinguished: Ivanovskoye and Rodnikovskoye.

In 2007 LLC "Meridian" was engaged in the trade of ready-made optics: a number of models of ready-made glasses with different lenses. In 2008, the company received a license for the production and sale of medical products (connection of frames with glasses).

According to the existing standards, in order to obtain and renew a license, it is imperative that at least one specialist who has undergone special training and has experience in licensed optics for at least 3 years works in optics. Taking into account of this condition 3 foremen were hired in the organization.

The organization does not formally divide craftsmen and optical consultants into categories depending on qualifications. More experienced employees are admitted to more information and carry out more serious assignments, receiving appropriate compensation.

The work schedule of optical consultants is formed in advance for a month, taking into account the requirements Labor Code and the wishes of the workers themselves. There is a distribution of the required number of workers per shift depending on the time of day. In the absence of any employee at the workplace, he must be replaced by another. From these conditions follows the need to maintain an hourly rate.

The members of the organization believe that the main direction of the organization's development is determined by the established goals of the organization: decent working conditions and pay for employees and profit for the founders.

Due to the limited financial resources of the founders, and the small amount of the authorized capital, working capital a small amount was allocated, which determined at the beginning of the organization's activities an assortment of goods for a poor buyer. "Meridian" has occupied its niche in the market of these products and became known as optics with affordable prices.

At the desired level of development, LLC Meridian would like to have its own laboratory for the production of frames and a workshop for the production of lenses, as well as a network of opticians, consisting of one to two dozen points in the Ivanovo, Vladimir, Kostroma regions. At the current moment, the organization is at the beginning of the path to the design capacity, a capable management and workforce is being formed, the foundations of a strategic vision of development prospects are being laid, fixed assets are being increased, a business idea is being polished, and a management system is being established. Stage life cycle Meridian LLC should be defined as "Growth".

Environmental factors internal and environment are a combination of climatic and sanitary-hygienic components of the optics environment itself.

Moderate temperatures are maintained at both points of sale of Meridian LLC. In summer, air conditioners operate in the premises, not only refreshing, but also purifying the air. The stores are provided with moderately bright lighting of the sales area. Maintaining the air composition at the required level, LLC "Meridian" achieves the implementation of active air exchange, for which ventilation, air conditioning, ozonation, aromatization are used.

The sanitary and hygienic environment of Meridian LLC meets all the necessary norms and standards. Branded clothing is designed for the staff. There is no noise pollution in the sales area. Through windows made by modern technologies, the noise of vehicles is not heard.

External environment organization

The external environment of the organization consists of groups of situational factors outside the organization. The significance of external factors varies from organization to organization and from department to department in the same organization. Factors that have an immediate impact on the organization refer to the direct impact environment (microenvironmental factors); all others - to the environment of indirect influence (factors of the macroenvironment).

Environmental characteristics:

Interconnection of factors (all factors of the external environment are interdependent and interact with each other);

Complexity (the complexity of the external environment is understood as the number and variety of factors to which the organization is forced to respond);

Mobility (the mobility of the environment is characterized by the rate at which changes occur in the environment);

Uncertainty (the uncertainty of the environment is a function of the amount of information available for a specific factor and confidence in the reliability of this information).

Macroenvironment includes a legal factor, political, social, economic, technological.

From a substantive point of view, the legal factor is the “rules of the game” that society sets for the professional functioning of producers.

From a formalized point of view, the legal factor is the sum of laws and bylaws that determine the direction and content of business activity and the content of relations with other entities. economic relations and government agencies and public institutions. In other words, the legal factor is everything that determines the possible scope of the rights, duties and freedoms of a business person.

The characteristic of the legal factor also includes such a concept as legal culture, by which we mean law-abiding.

Specific forms of the legal factor:

Manufacturer's rights, obligations and responsibilities;

Possible forms of protecting one's own interests when they are violated by other subjects of law;

The procedural mechanism for the protection of interests and its characteristics;

Possible forms of liability in case of violation of obligations assumed on the basis of contractual relations;

The stability of the legal system;

The ability to lobby for their own interests in the legislature.

The political factor determines the attitude of the state to the processes taking place in society in the sphere of business relations and the direction of its effects (real and potential) on such processes.

The quality and nature of the stability of the political system are the main characteristics of the factor.

Components of the political factor:

The dominant political force in society and its positions;

The opposition and its position in society;

Threats to the organization if the opposition comes to power;

Government attitudes towards entrepreneurship and the business community;

Forms of government contacts with representatives of the business community;

The amount and form of fees charged by the government or officials from commercial structures for lobbying interests;

The attitude of the government to the industry in which the organization operates;

The attitude of the government to the region where the organization is located and the characteristics of the region.

The main components of the social factor:

National traditions and customs;

Educational level of the nation;

Features of the national culture;

The level and quality of life;

National values;

The level of professional training of the workforce;

Attitude of people to work, independent business activity and business success;

Labor force and population mobility in general;

Attitude of others to independent business activity and business success;

Availability of infrastructure and its quality (everything that contributes to the conduct of business - transport communications, information centers, marketing, engineering consulting structures).

The main components of the economic factor:

The degree of availability of using the necessary resources;

GNP value and its structure;

Inflation rate;

Unemployment rate;

Labor productivity;

Tax rates;

Average salary or average family income;

The stability of the economic policy of the federal government and regional authorities and its direction;

The level of market prices for consumed resources and their possible dynamics;

The level of development of national economic and management schools, etc.

The technology factor is what appears outside the industry where the organization operates.

When studying and understanding the technological factor of the external environment, the following two options are possible.

1. Identification and fixation of technological lag behind competitors, if the manager in the process of competition adheres to the strategy of pursuing competitors.

2. Revealing and fixing the appearance on the market of a new one (in comparison with the one used in this moment), a more perfect and productive technology, if the manager adheres to a strategy of staying ahead of competitors.

The external environment of Meridian LLC should be characterized as complex. The enterprise in question has about fifty different counterparties:

Competitors;

Suppliers;

Landlord;

JSC "Medtekhnika", which carries out verification and calibration of measuring instruments;

FGUZ "Center for Hygiene and Epidemiology in the Ivanovo Region", which measures lighting and microclimate, registration of medical books, as well as sanitary and epidemiological expertise and microbiological research;

Organizations; carrying out preventive examination of employees;

Organizations providing various communication services such as the Internet, intra-zone, long-distance, international and mobile telephony;

Non-departmental security;

Organizations carrying out operational and technical maintenance of technical means of security and fire alarms and electrical installations of LLC "Meridian";

Laundry;

JSC "Lotos", which carries out temporary storage and demercurization of mercury-containing waste;

Educational and technical center that conducts pre-certification training for energy personnel and others.

Optics interacts with the above counterparties on the basis of existing legislative acts, norms and rules. The management of "Meridian" is confident that strict adherence to formalities protects the organization from closure by regulatory authorities, while for many competing organizations such a possibility exists in theory. At the same time, Meridian tries to maintain informal relations with representatives of the listed contractors, which helps optics maintain constant compliance with existing standards.

In the region where Meridian LLC is located, there are many competing dynamically developing organizations, many of which represent trade and industrial networks, for example, Ikraft, Ochkarik and others. Small stalls selling glasses made without a license are opening in various malls and shops.

Thus, the competitive environment of Meridian LLC should be recognized as mobile and uncertain.

Changes in the demographic situation in Russia have both a positive and a negative impact on the firm's operations. A change in the age structure of society, in which the largest share is occupied by the population of pre-retirement and retirement age, with very low incomes, will lead to a reduction in the number of products sold and services provided. But an aging society, which contributes to an increase in the proportion of people with visual impairments, will contribute to an increase in the volume of orders and services provided and, when the most optimal prices are set, will allow the organization to increase sales.

TO social factors that may further affect the activities of Meridian include the following:

Average level of wages in the industry: since the wages of the company's employees are slightly higher than the average wages in the industry, the company has the opportunity to raise the requirements for workers;

Consumer movement and increased demands on firms that provide health care services and products;

The growing attention of middle and upper class consumers to their health and safety, which contributes to an increase in the company's sales;

The territorial environment (location) of optics has a significant impact on the perception and attitude of buyers to the store.

The Ivanovo branch of the organization is located in the central business zone of the city, the Rodnikovsky branch is located near a large store in the city center.

The formation of a favorable atmosphere is facilitated by the territorial and transport accessibility of both divisions of "Meridian", which is determined by the state of transport communications, access roads, as well as accessibility for pedestrians.

The technological factor of optics has the following feature. New modern machines, designed according to new methods and technologies, make it possible to produce glasses not only of a higher class and attractive shape, but also to do it faster and with better quality. Thus, the growth of fixed assets makes it possible to increase the number of products and expand its range. At the moment, "Meridian" optics uses manual, semi-automatic and automatic machines, the latter of which fully meets modern requirements. In general, the company's management characterizes its technological state as corresponding to the level of its main competitors.

Strong and weak sides organization, as well as threats and opportunities of the external environment are shown by the SWOT analysis presented in Table 2.1.

Table 2.1

INFLUENCE OF THE EXTERNAL ENVIRONMENT ON THE MANAGEMENT OF MEDICAL ORGANIZATIONS

A.A. Gromov, Candidate of Economic Sciences, Associate Professor of the Department of Social Sciences, Kharkiv National Medical University

The relevance of studying the influence of the external environment on the functioning of any organization is due to its constantly increasing role in effective management. In the modern globalizing world, the external environment is dynamically changing, prompting organizations to form adaptive responses to uncontrolled factors of their development. In modern conditions, improving management is associated not so much with the internal environment as it is conditioned by the goals that are achieved just in the external environment. The management policy of medical institutions and firms is no exception. Its content is of particular interest, because social organizations in essence and the services provided are forced to operate in an open market environment and in conditions of global competition.

It is known that the external environment of a medical organization is a set of factors and conditions that exist outside of it, but affect the process of making managerial decisions. It seems that the greatest impact on the activities of medical manufacturers is exerted by uncontrollable factors (the outstripping growth in the average cost of medicine in comparison with this growth in other spheres of the economy, the monopoly of clinics and pharmaceutical TNCs, the system of higher and secondary medical education).

The reason for the natural outstripping growth in average costs of medical care is in the institutional features of the market for medical services, such as the asymmetry of information about their quality and the stimulation of demand for them by the supply itself. The growth of costs is influenced by the natural monopoly of hospitals, which practically do not compete with each other, as well as such a phenomenon of the medical services market as payment for treatment not by the patient himself, but by a third party (government, insurance company, firm, etc.).

The rise in health care costs is also influenced by the emergence of new medical discoveries. Foreign practice shows that awareness of fundamentally new medical and diagnostic techniques and the desire to use them is a factor in the rapid growth of expectations of many people. It should be noted that only part of these expectations are due to real needs for improving health, the rest is a tribute to fashion.

One of the most important influencing factors is the overestimated requirements for additional medical services, which stimulate diversified and often aggressive marketing of pharmaceutical companies.

Changes in the structure of diseases and the emergence of, for example, AIDS, SARS, and bird flu also affect the outstripping growth in average costs of medical care. At the same time, the cost of creating an AIDS vaccine alone reaches more than $ 1 billion a year.

The main reason for the increase in demand for medical services lies in the significant growth of GDP, which serves as the basis for the growth of citizens' incomes. Constantly growing incomes shift the population's demand to more expensive drugs and medical services, triggers the "Giffen paradox": income growth leads not only to an increase in the level of demand, but also to a change in its structure - an increase in the share of consumption of those services that can be equated with luxury goods.

A significant factor in the influence of the external environment is the monopoly of producers. A monopoly position is usually occupied by large specialized clinics or large multidisciplinary hospital complexes. The economic advantage of large producers is that economies of scale are triggered to improve production efficiency. Another variant of monopoly is natural monopoly within a specific territory. From the point of view of the external market, medical organizations are greatly influenced by the monopoly of foreign pharmaceutical companies, which increase the costs of medical care by supporting corruption schemes during tenders, high prices for medicines and equipment, and subordinating doctors to themselves using network marketing tools.

It is known that monopoly is dangerous due to stagnation and rising prices. However, it faces competition in the managerial market. More effective competition arises in the case of the formation of a quasi-market for medical services. Therefore, managers should be interested in its formation and pursue an active policy aimed at concluding contracts with local authorities and obtaining government orders. This means replacing the mechanism of budgetary distribution of medical services with an act of purchase and sale.

The system of training medical personnel, which is in a state of reform, has a significant impact on the efficiency of the management of medical institutions, which has a significant impact on the quality of training of specialists. The content of education is changing - student practice is being canceled, a number of theoretical disciplines are being reduced, work with phantoms, and not with patients, is increasing, etc. These circumstances should be taken into account by modern management when concluding contracts with employees and graduates of medical universities.

Thus, effective management in a modern medical organization is possible only if it adapts to constant changes in the external environment. It is impossible to stop the growth in the costs of medical care, but it is possible to find other reserves for the rational use of resources, new forms of organizational structures, a higher degree of autonomy of units within a medical organization, which encourages savings and efficiency, competent marketing of paid services, etc.

An important and modern factor in management is currently becoming the initiation of changes, which should turn into a decisive management strategy of a medical organization.

An integral part of the SWOT analysis is the identification of market opportunities and threats, as well as the identification of the company's strengths and weaknesses, for which various elements of the organization's internal environment are analyzed.

What is the internal environment of an organization?

When it comes to the internal environment of an organization, this usually means a set of elements that can be influenced in one way or another, in comparison with the factors of the external environment that cannot be changed. So, the internal environment of the organization includes:

People.
Goals.
Tasks.
Technologies.
Structure.

The combination of all these elements is the essence of the organization's activities: people united in a certain structure perform a number of tasks, using certain technologies to achieve ultimate goals.

Thus, the combination of elements of the internal environment of the organization can be effective or not. The purpose of the analysis is to identify those processes that are perfect, as well as those that reduce the overall profitability of the company.

How are the elements of the internal environment classified?

The main elements of the internal environment of an organization are usually classified into groups, or so-called slices:

organizational cut;
marketing slice;
frame cut;
production cut;
financial cut.

For the convenience of analysis, the elements of each group are considered separately. In the organizational section, the characteristics of the enterprise are studied from the point of view of the organizational structure of the company. Attention is paid to both the hierarchical relationships within the firm and the system of interaction between the individual structures of the enterprise. The marketing snapshot gives an idea of the range of products, their features and benefits, pricing factors, as well as marketing and advertising methods.

When considering a financial cut, attention is paid to financial statements, the dynamics of the main indicators of expenses and profitability. The efficiency of cash flow is determined. In the personnel section, the relationship between management and executive personnel is considered, an analysis of the results of labor activity is carried out. This also includes the corporate or organizational culture of the organization, methods of stimulating and motivating personnel.

The fifth slice - production - includes a list of technologies, norms, rules and standards for the production of goods and their quality control. Various innovative developments and Scientific research aimed at expanding the range or increasing useful properties goods also belong to the production slice.

Personnel as an element of the internal environment

The task of the situational approach in the analysis and management decision-making is to consider the behavior of individual employees, their groups, as well as the nature of the influence of management personnel. According to economic theory personnel is one of the main factors of production, however, in modern realities the team of employees becomes a strategically important element.

The managerial task is to establish the organization of personnel labor as efficiently as possible, while it is worth considering several components of this process:

principles of selection and recruitment of personnel;
personnel monitoring, its methods;
motivation and stimulation of personnel;
training, professional development of personnel;
creating and maintaining a corporate culture.

So, a system that is incorrectly established at an enterprise can become its weak side and, as a result, make it difficult to achieve both short-term and long-term goals and intermediate tasks. Team management remains one of the strategic areas of leadership.

Company goals as an element of the internal environment

When analyzing the state of the company and planning further strategy, one or several goals are set. The task of the company's management team is to choose only achievable goals that correspond to the state of the market and the company itself.

The availability of sufficient financial resources, personnel and effective planning together leads to the correct goal setting. In this case, the list of common goals should be divided into sub-goals or tasks, the responsibility for the implementation of which is distributed among employees or divisions of the organization.

For example, company X, entering the market with mass-produced products, sets a goal: to become a leader in a certain market in the short term. At the same time, Company X worked in a different segment, and when analyzing the financial statements it was found that there is an outstanding loan from the bank for large sum... In addition, the analysis of personnel policy showed that the sales department is performing its functions ineffectively and the targets are not being achieved. It is obvious that it is not only difficult to achieve the goal set by the management, but also practically impossible.

Examples of well-formulated goals:

achieve brand awareness up to 60%;
increase the market share to 16%;
become one of the three leading companies in the market;
increase the average check to 1,500 rubles;
increase site traffic up to 2000 people per day.

Thus, for effective staging objectives, the company's management should be based on in-depth research of the market and the current position of the company in it.

as an element of the internal environment

After compiling a list of the company's goals, it is necessary to divide them into tasks, that is, into components. Rarely does an organization have only one goal. So, the strategic goals of the company are converted into operational goals for the year, half year or quarter. Further, the goal is divided into a list of specific tasks that must be completed in order to achieve the desired result.

Each of the assigned tasks must have a documented end result, as well as departments responsible for its implementation and specific employees. Here's an example of converting one of the goals into a list of tasks. So, in order to achieve the goal of increasing sales by 25%, the company can distribute tasks as follows:

Increase the schedule of appointments for each sales manager by 5%. Responsibility and control rests with the head of the department Ivanov I.I.
Preliminary analysis of the market situation from the marketing department, development of an advertising campaign with monthly monitoring of the implementation of recommendations. Responsible - the head of the department A.P. Petrov.
Expansion of the sales department to 20 people by the end of the year. Responsible person - HR-manager A.I.Sidorov.
Opening of 5 new branches in the regions in 6 months. Responsible - Deputy Director for Development G. I. Laptev, HR-manager A. I. Sidorov.

Thus, the head of the organization can control the process of achieving the goal of the enterprise in stages, and the correct work of personnel managers will allow each employee to be personally responsible for achieving the overall result.

Technologies and their place in the internal environment

The process of converting raw materials into finished products requires certain technologies. If it is a canning plant, special lines, trained personnel, approved standards and registered patents are needed. All of the above applies to enterprise technologies.

No matter how surprising, but technology, as an element of the internal environment, is present even in small individual entrepreneurs or freelancers. For example, a photographer or designer uses in their work special software, equipment and technology, without which it is simply impossible to remain competitive in the market.

The structure of the enterprise as an element of its internal environment

One of the first stages of analyzing the internal environment of the enterprise is a detailed examination of the organizational structure. At the same time, marketers and managers establish not only a list of internal departments, but also the relationship between them, hierarchical subordination and dependence.

The hierarchy in the organization of personnel work helps to effectively distribute labor. Employees are delimited and isolated into separate groups and departments, assigned to various departments. The hierarchy in the enterprise can be horizontal and vertical, and the efficiency and quality of the distribution of labor is revealed in the analysis.

One of the important components of such an analysis can be to determine the effectiveness of information and other flows between organizational units. For example, in plant B, which makes parts for cars, delays are constantly recorded in the implementation of the plan. Employees were asked to fill in time cards, penalties were imposed, but such preliminary measures to manage the team were not effective.

When analyzing the relationship between the departments of Company B, it turned out that the fault lies not with the employees who make the parts, but with the department that is responsible for repairing the equipment. Thus, many machines were idle for more than the scheduled time due to prolonged repairs.

How are the strengths and weaknesses of the enterprise determined?

The adoption of a management decision is preceded by a thorough analysis of all elements of the internal environment, the external environment, followed by a conclusion about the place of the enterprise in the market and its capabilities.

The data obtained during the analysis must be presented in the form of a list. For example, these can be the following items:

Unqualified sales staff.
Lack of own accumulated funds.
Innovative developments for the production of goods.
Availability of a bank loan.
A wide range of products.
Outdated equipment in production.

After preparing such a list, it is necessary to divide the data by qualitative impact, that is, to determine whether this or that factor has a positive or negative impact on the company's activities.

So, in the end, the initial list should be divided into two parts, and the next step should be an assessment of the possible influence of these factors of the internal environment of the organization. We recommend using a scale from 1 to 5 or from 1 to 10. Each item on the list must be evaluated in points, depending on how strongly this factor affects the company's activities.

The next step is to assess the possible harm that each of the items on the list can cause. As a result, the resulting list must be ranked according to two indicators - possibility and probability. This method will help cut off insignificant data and create a list of the main problems that were discovered when analyzing the factors of the internal environment of the organization. An example of a qualitative analysis of the organization's environment should be completed specific list from no more than 10 points in each of the categories - the strengths and weaknesses of the company.

What is the relationship between the internal environment and the SWOT analysis?

The SWOT tool implies an analysis of the company's environment, both internal and external. The elements of the internal environment of the organization and their characteristics show what strengths can be used to achieve competitive advantages. The list of weaknesses obtained during the analysis will help to adjust the company's activities in order to minimize their harm or to make modernization and improvement.

The result of the SWOT analysis helps to compare the threats and opportunities of the external environment, that is, the market in which the company operates or is going to work with the factors of the internal environment. The task of the marketer, manager, or executive is to draw up a marketing plan in such a way that by leveraging the company's strengths, the harm from market threats can be avoided. The same can be said for the combination of market opportunities and company strengths - the leader must decide how to leverage them together more effectively.

How to conduct a SWOT analysis correctly?

In order to understand how to correctly conduct a SWOT analysis, let us consider the most common mistakes of managers when conducting it.

Unjustified inclusion of elements of the internal environment in the category of strengths or weaknesses of the company leads to errors in planning. Each fact must be supported by specific figures and data from reports. It is possible to say without support that the company is the market leader, but in fact this is confirmed only by the words of the head, and not by marketing research.

That said, in addition to credibility, each of the perceived strengths must be compared with known competitor data. This will reveal the true strengths of the enterprise that will help in achieving its goals.

For example, the strong point of the company was the close location of the raw material resource bases. Obviously, this provides many advantages for the company, helping to save both financial costs and time. Nevertheless, when analyzing this information from the point of view of differences from competitors, it may turn out that all major players are located close to the sources of raw materials. It turns out that every company in the market has such a strong side, and therefore it will not be possible to gain benefits in comparison with competitors.

For convenience and to prevent errors, you should conduct an analysis of competitors from available open sources and determine their strengths and weaknesses. The next step is to create a checklist that compares each element of the internal environment with competitors. As a result, it turns out that the company does not have so many advantages.

A common mistake is to specify general information that indirectly affect the activities of the company. Or their influence is too negligible, so it is impossible to prove it. For example, inexperienced managers indicate the following environmental factors:

crisis in the country;
difficult situation in the economy;
unstable exchange rates.

If we talk about crises in the economy, then it is impossible to measure and plan their significance for the activities of a particular company. The factor "crisis" is rather vague, so it should be decomposed into specific components that really affect the position of the enterprise. It is possible that compulsory licensing was introduced at the state level, or quotas were established for some types of activities.

As for the volatile exchange rate, it is often mentioned in their SWOT analyzes by those companies that do not have dependence on currencies. If the company does not import or export, does not purchase raw materials abroad, does not sell finished products in other countries, then the influence of fluctuations in exchange rates has an insignificant effect on the activities of the enterprise.

Finally

The internal environment of a company is an important strategic resource that can help or, conversely, harm the company's activities. The internal environment of an organization includes several basic elements: people, technology, structure, objectives and goals. Such a set of elements is not accidental, since in any organization with a certain structure, people work who, with the help of technologies, achieve the set goals and general goals of the enterprise.

The head of the organization in making management decisions should be based on analysis. If there is an obvious threat in the market, then the resources of the internal environment will help to overcome it. The same applies to market opportunities, the maximum effect of which can be achieved only if the internal resources of the enterprise are used.

In the analysis, environments are assessed in terms of their impact and divided into strengths and weaknesses of the company. can be a weak point of the organization, and at the same time professional and efficient department marketing can be attributed to the strength of the enterprise.

When drawing up a marketing plan, several general goals are distributed in the form of tasks between departments, divisions, groups and specific employees. A properly established system of staff motivation and incentives, team management will help to give each task the personal responsibility of the employee. At the same time, each employee in the team will understand that he is working to achieve one common goal.

Topic: Internal and external environment of health care organization Completed by: Kaidaulov M.K. Checked by: Ph.D., Altynbekova U.A.

Introduction Plan 1 Internal environment of a medical organization 2 External environment of a medical organization Conclusion

Introductions Medical organization - an organization that carries out activities in the field of health care or the provision of medical services,

Introductions
Medical organization - an organization
carrying out activities in the field
health care or the provision of medical services,
supporting the development of medicine as a science,
dealing with activities to maintain
health and medical care to people
through study, diagnosis, treatment and
possible prevention of illness and injury.
Factors that affect the activity of medical
organizations can be divided into 2 groups
* Internal factors
* External factors

1 Internal environment of medical organizations

Goal - a specific end state or desired result,
which the organization seeks to achieve
Organizational structure is a logical relationship
levels of management and functional areas, built in
such a form that allows you to most effectively achieve
goals of the organization.
Technology is a combination of qualifications,
equipment, infrastructure, tools and related
technical knowledge necessary to implement the desired
transformations in materials, information or people.
Human resources are the driving force of the medical organization

1 Purpose and vision of the medical organization Example No. 6 polyclinic Seeks continuous improvement of its activities, applying management, me

1 Purpose and vision of the medical organization
Example No. 6 polyclinic
Seeks continuous improvement in its performance by applying
management, medical and informational Innovation, for
maintaining mutual trust between the clinic and patients,
in order to preserve the most valuable thing that a person has - his
health.
Our vision
City polyclinic №6 - mobile, dynamically developing
a medical organization that guarantees patients the accuracy and
reliability of results.

2 The structure of the medical organization

3 Technologies Technology - means, processes and tools used in the treatment of a patient. * Reception and examination of a doctor in different directions * K

3 Technology
Technology - means, process and tools used in
patient treatments.
* Reception and examination of a doctor in different directions
* Advisory assistance
* Diagnostic service: ultrasound, ECG, fluorography, endoscopy
* Clinical and diagnostic research: types of analyzes
* Outpatient surgery: dressing, suture removal,
sigmoidoscopy, plaster bandages, removal of foreign bodies
* Physiotherapy services
* Dental services

4 Human resources

Administrative staff
Medical staff:
GPs, nurses, workers
functional diagnostics, narrow
specialists,
Support staff: engineers,
electricians, security guards

External factors External variables are all those factors that are outside the organization and can affect it. External

External factors
External variables are all those factors that are behind
outside the organization and can influence it. External
the environment in which the organization has to operate is in
continuous movement, subject to change. Ability
organizations to respond to and cope with these changes
the external environment is one of the most important components
her success.
By the nature of the impact on the organization, external
environment of direct impact and external environment of indirect
impact

10. External factors of direct influence

1 Resource providers: technological resources,
financial, medical resources,
service providers
2 Consumers: Patients, their shopping
ability, demand
3 Competitors: strengths and weaknesses,
Services
4 State bodies: Local authorities, UZ,
MH

11. External factors of indirect impact

1 Social STEP factors include change
demographic situation, educational level, system
health and social services
2 Technological STEP factors - they mean such
changes in the scientific and technical sphere as scientific and technical
progress, obsolescence of knowledge, introduction of new technologies.
3 Economic step-by-step factors include the dynamics of the level
inflation, interest rate (discount rate), tax rates,
exchange rates, the level of income of the population
4 Political STEP factors are related to the general external and
internal government policy, political stability
situations

12. Conclusion The above internal and external factors of medical organizations are an integral part of the activities of these bodies.

Conclusion
Of the above internal and external factors
medical organizations are an integral part of
activities of these organizations. Analysis of internal and
external factors improves strategic planning
medical organizations and increases sensitivity
medical organizations to changes in environmental factors

13. Resources Used 1 Order of Acting Of the Minister of Health of the Republic of Kazakhstan dated November 26, 2009 No. 791 On the approval of the Qualification

Resources used
1 Order of the acting Minister of Health of the Republic of Kazakhstan dated November 26
2009 No. 791 On approval of the Qualification characteristics
health care workers
2 www.gp6.kz
3 www.google.kz

Internal environment of the enterprise

The internal environment of the organization is the situational factors within the organization.

The internal environment of the City Clinical Hospital No. 13 can be formed and changed by the chief physician, when necessary. But for this he must be able to select and know the internal variables.

Internal variables are situational factors within an organization.

Since an organization is a human-made system, internal variables are mainly the result of managerial decisions. This, however, does not mean that all internal variables are completely controlled by management.

The internal environment of the hospital can be considered by highlighting the composition of its elements and the processes occurring in it. The elements of the internal environment include goals, objectives, people, technology, information, structure, organizational culture and other components.

Goals are specific, end-states or desired outcomes that the group seeks to achieve by working together. The main goal of the work of both this and most organizations is to make a profit. Profit is a key metric for an organization.

Tasks - a specific job, a series of jobs that must be completed in a predetermined way within a predetermined time frame. The tasks are continuously becoming more complicated as the scale of production grows, which requires the provision of ever-increasing volumes of resources - material, financial, labor, etc.

People occupy a special place in the internal environment of the organization. Ultimately, the results of the enterprise depend on their abilities, education, qualifications, experience, motivation and dedication. The chief physician of the hospital pays great attention to the selection of people, their introduction into the organization.

Organizational structure of the hospital

1. The charter of the City Clinical Hospital No. 13 was approved by the order of the Moscow City Health Department.

2. Certificate of registration of OGRN.

3. License to carry out medical activities.

The hospital has an inpatient facility for 881 beds, including intensive care units, a polyclinic for 29,500 people, an outpatient trauma department for 93,150 people, and a day hospital for 14 beds have been organized.

4. The state and structure of the bed fund are approved by order D3.

Bed profile:

NAME

1 .therapeutic

2. Cardiological (for patients with myocardial infarction)

Z. Neurological (for patients with acute cerebrovascular accident)

4. Clean surgical

5. Purulent surgical

b. Traumatological

7.Ortopedic

8.Gynecological, including:

operational

induced abortion

conservative

community-acquired abortions

9. Pediatric for premature babies

10.Admission department

Motivation and stimulation of labor

City Clinical Hospital No. 13 uses wages as the most important means of stimulating conscientious work. The individual earnings of hospital workers are determined by their personal labor contribution, the quality of labor, the results of the production and economic activities of the company and the maximum size is not limited. The tariff system of remuneration is used as a base.
The salary of employees consists of: official salary, additional payments, bonuses. Salaries are paid on the 8th day of each month.
When remunerating employees, time-based wages are applied, according to the salaries approved in the staffing table, the amount of which depends on the complexity of the work performed and wage grades.
The following additional payments are established to the official salaries of employees:
· Additional payment for combining professions (positions), expanding the service area, increasing the volume of work performed in the amount established by agreement between the administration and the employee;
· Additional payment for work in the evening and at night - in the amount and in the manner stipulated by the labor legislation;
· Additional payment for overtime work;
· Surcharge for weekends and holidays.
The specific amounts of additional payments are established by the administration of the enterprise hospital depending on specific conditions (the severity of the work, the amount of work, its importance for the hospital, the level of professionalism of the employee, etc.)
Speaking about motivation as a whole as a system of labor incentives, one cannot fail to note the fact that, in addition to positive forms of increasing labor efficiency, there are also negative ones, usually they are represented by various types of punishments or fines. As a rule, the use of such negative forms is justified only in combination with positive forms. In the management of labor motivation processes, a system of rewards and punishments should be used.

External environment of the hospital

The external environment of an organization is defined as the factors of its external environment that are directly related to the functioning of the organization.
In our time, the external environment is studied no less carefully than the internal one.

Like the factors of the internal environment, the factors of the external environment are interrelated. The interconnectedness of environmental factors is understood as the level of force with which a change in one factor affects other factors. Just as a change in any internal variable can affect others, a change in one environmental factor can cause a change in others.

Input resources

Res-you activity

The outer boundary of the organization

The composition of the microenvironment of the organization

Suppliers

The hospital also conducts an analysis of suppliers, which is aimed at identifying those aspects in the activities of entities that supply the organization with various raw materials, equipment, energy and information resources, finances, etc., on which the effectiveness of the organization's work, the cost price and quality of services performed, depends.

A supplier's competitive strength depends on the following factors:

1. the level of specialization of the supplier;

2. the value of the cost for the supplier to switch to other customers;

3. the degree of specialization of the buyer in the acquisition of certain resources;

4. the concentration of the supplier on working with specific customers;

5. the importance of the sales volume for the supplier.

When examining suppliers, hospitals primarily look at the following characteristics of their activities:

1.the cost of the supplied goods;

2. quality assurance of the supplied goods;

3. time schedule for the delivery of goods;

4. punctuality and obligation to comply with the terms of delivery of the goods.

Competitors

Study of competitors, i.e. those with whom the organization has to fight for the buyer and for the resources that it seeks to obtain from the external environment in order to ensure its existence, occupies a special and very important place in the strategic management of not only this enterprise, but all the others. Such a study is aimed at identifying the strengths and weaknesses of competitors and, on the basis of this, build your own competitive strategy. In addition, the competitive environment of the organization is significantly influenced by the buyers of its product and suppliers, who, having the power to bargain, can significantly weaken the organization's position.

The hospital's competitors are:

4. City Clinical Hospital No. 15;

other.

During my work at the hospital, I found out that in most cases it is not the struggle with competitors that helps to effectively adapt to the environment and achieve the set goals, but cooperation with them.

Every enterprise experiences uncertainty - the main characteristic of the external environment, which in turn depends on its complexity and mobility. Uncertainty, as I found out, is understood as the incompleteness and inaccuracy of information about the factors of the external environment. The higher the level of uncertainty, the more the enterprise is at risk.

Strategic planning

A strategy is a detailed, comprehensive, comprehensive plan designed to ensure that the organization's mission and objectives are achieved. First of all, the strategy is mostly formulated and developed by senior management, but its implementation involves the participation of all levels of management. The strategic plan must be supported by extensive research and evidence. To compete effectively in today's business world, an enterprise must constantly collect and analyze a huge amount of information about the industry, competition and other factors.

The strategic plan gives the enterprise certainty and individuality. This plan opens up a perspective for the enterprise that guides its employees, attracts new employees, and helps sell products or services.

The hospital's strategic plans are designed not only to remain consistent over long periods of time, but are flexible enough to be modified as needed.

The essence of strategic management lies in the fact that in the organization, there is a clearly organized comprehensive strategic planning to ensure the development of a long-term strategy to achieve the goals of the hospital and the creation of management mechanisms for the implementation of this strategy through the system of plans.

Structurally, the work can be represented in two parts. The first part contains the theoretical aspects of the organization's development strategy. The following issues are considered: strategic management of the organization, strategic planning and the concept of multi-level development of the organization.

The second part examines the development strategy of the organization, its goals and objectives, the functions performed by it, the potential that this organization has in order to solve the tasks assigned to it.

The most important planning decision is the choice of the objectives of the enterprise.

The process of choosing a strategy consists of the stages of development, debugging and analysis (evaluation). In practice, these steps are difficult to separate as they represent different levels of a single analysis process. However, different methods are used.

At the first stage, strategies are created to achieve the set goals. Here it is important to develop as many alternative strategies as possible, to involve not only top managers, but also middle managers in this work. This will significantly expand the choice and allow you not to miss out on the potentially best option.

At the second stage, the strategies are refined to the level of adequacy to the development goals of the organization in all their diversity, and a general strategy is formed.

On the third, alternatives are analyzed within the framework of the general chosen strategy of the firm and are evaluated according to the degree of suitability for achieving its main goals.

I believe that a hospital needs to be more rigorously selected for its staff in order to function more successfully. Of course, most of all employees approach the fulfillment of the obligations entrusted to them in good faith and perform their work with high quality. But still there are people who are pulling the enterprise "to the bottom". And just the same they are among the leaders of the organization, and this is very bad. I think that among the management staff there should be highly qualified specialists with education, work experience and a desire to achieve their goals, and not those who are indifferent to the fate of the hospital, thereby simply trying their best to hold on to their place.

Also, in my opinion, the company needs to terminate the contract with suppliers who supply them with too expensive equipment. Since the suppliers of the hospital "have great competitive power and we can say put the organization in a very high dependence on themselves, for the reason that this enterprise buys from them a small amount of goods. And for this, suppliers can easily enter into an agreement with other customers.

In City Clinical Hospital No. 13, I would advise you to be more strict with appearance staff.

If you change everything that I advised, then, in my opinion, this enterprise has become much better functioning.

CONCLUSION

There is not a single organization that does not have an external environment and is not in a state of constant interaction with it. Any organization needs regular receipt of initial products from the external environment to ensure its life. Moreover, each organization must give something to the external environment as compensation for its existence. As soon as connections with the external environment are broken, the organization dies.

Analysis of the internal and external environment is very important for the development of the organization's strategy and a very complex process that requires careful monitoring of processes occurring in the environment, assessment of factors and establishing a connection between the factors and those strengths and weaknesses of the organization, as well as the opportunities and threats that are contained in the external environment. It is obvious that, not knowing what is happening in the external environment and not developing its internal competent sides, the company will very soon begin to lose its competitive advantage, and then it may simply disappear from the market. In view of the foregoing, we can conclude that the only correct option for the company's behavior to achieve effective long-term functioning and successful development is to pay increased attention to the analysis of the external and internal environment. This implies a comprehensive analysis, which can be carried out using the above methods, which gives a fairly clear and objective picture of the company's competitive position. Only under this condition can one count on the effectiveness of strategic and operational management decisions.

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