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3. Плотников В. А., Харламов А. В. Военная экономика в системе обеспечения национальной безопасности. - СПб.: Издательство СПбГУЭФ, 2004. - 167 с.
4. Стратегический план развития Республики Казахстан до 2020 года // Официальный сайт Президента Республики Казахстан: http://akorda.kz.
УДК:658.8.012.12
Искандарян Г. О., Волошина И. М., Гильштейн А. С.
Кубанский государственный аграрный университет, г. Краснодар
СПЕЦИФИКА СТРАТЕГИЧЕСКОГО УПРАВЛЕНИЯ МАЛЫМ И КРУПНЫМ БИЗНЕСОМ.
Iskandaryan G.O., Voloshina I. M., Gilstein A. C.
Kuban State Agrarian University, Krasnodar THE SPECIFICITY OF STRATEGIC MANAGEMENT TO SMALL AND LARGE BUSINESSES.
Аннотация:
Субъекты малого и крупного бизнеса подвержены влиянию многих факторов внешней среды, но имеют разные возможности для развития, что влияет на поведение руководителей при разработке стратегии организации. Целью данной статьи является сравнение подходов к обеспечению развития малого и крупного бизнеса на основе анализа стратегического управления. Теоретико - методологической основой данной публикации стали фундаментальные работы и практические исследования отечественных и зарубежных ученых в области менеджмента, теории организации и стратегического менеджмента. Рассматривается: методологическая основа, принципы системного анализа, дедукции и индукции, абстрактно-логический и аналитический подходы. Сформулированные положения актуальны при разработке стратегии развития компании.
Abstract:
Subjects of small and large businesses are subject to the influence of many environmental factors, but they have different opportunities for development, which affects the behavior of managers in the development of an organization's strategy. The purpose of the article is to compare the approaches to ensuring the development of small and large business based on an analysis of strategic management. The theoretical and methodological basis of this publication was the fundamental works and practical research of domestic andforeign scientists in the field of management, organization theory, and strategic management. Methodological basis, principles of system analysis, deduction and induction, abstract-logical and analytical approaches are considered. The formulated provisions are relevant in the development of a company development strategy.
Ключевые слова: стратегическое управление, малый и крупный бизнес, стратегия, конкуренция. Keywords: Strategic management, small and large business, strategy, competition.
Compared to small business, large business has much more tools for achieving goals and realizing interests, which is reflected in goal-setting and the strategic management process. Large Russian companies in the period of market reform developed in two directions.
First, this happened through market-oriented restructuring of former socialist enterprises, mainly due to the redistribution of property and control. As a result, the main form of organization of large Russian business has become integrated business groups that have been formed due to new vertical integration. Secondly, the reorganization of the real sector of the economy took place in the new conditions.
In the modern world, no organization can develop outside the market economy. The sustainability of an organization is determined not only by its position in global markets, but also by the place that a manufacturer occupies in global value chains, represented by interrelated stages of the technological cycle. The cycle
implies from the development of the idea of a new product to the stage of realization to the end user.
Strategic management includes the development of idealized socio-economic and organizational situations, evaluation criteria, and mechanisms for subordinating production to market and consumption requirements, and ways to meet market demand. The process of creating a business idea consists of the following steps.
At the first stage, the manager assesses the current situation of the organization, creates a mission, goal, and strategy. At the second stage - analyzes the internal and external environment, namely the key parameters of success such as factors that contribute to the effective development of the organization [1, p. 60].
Every organization is an open system. The main conditions for the success of its activities are not inside it, but outside. As economic activity directly depends on how well it adapts to the external environment: economic, scientific, technical, social, political.
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Figure 1-Strategic management
After the analysis of the external environment, the company is able to recognize "threats" and "opportunities" for normal activity and further improvement in a timely manner develop strategies, mission, coping mechanisms and resilience.
Subjects of small business significantly differ in the scale of their activities and the volume of resources. This defines a slightly different approach to achieve the goals. In most cases, large structures have more opportunities to build business relations with foreign companies or to update the technological base. Therefore, large companies have a wide range of mechanisms for the implementation of tasks compared to small and medium businesses [2, p. 656].
The main goals and objectives of small businesses are to form a stable position in the regional market, which will entail obtaining maximum profit. A small business management model usually has the following sequence: an entrepreneur, making a decision about starting a business, analyzes his strengths and competencies.
However, the organization's position in the market can be unsustainable due to the influence of environmental factors, globalization processes, increased competition, which can lead to the closure of an enterprise or capture by large businesses.
Strategic management is the activity of making and implementing strategic decisions regarding the direction of development of an enterprise, based on a comparison of its existing resource potential and threats of a dynamic external environment. This process differs in large and small business companies due to different development opportunities and interests of the subjects. In large associations, strategic management is aimed at ensuring coherence at the organizational levels: corporate, business unit, functional. The management of a small company relies on an analysis of one's own perspectives when doing business and determining the appropriate field of activity.
Bibliography:
1. Deryabina M. Institutional foundations of the organization of the real sector of the economy / / economic Issues. 2012. No. 11. P. 48-65.
2. Daft R. L. Management. SPb., 2015. 656 p.
