Internal diagnostics company, identification of strengths and weaknesses
Internal diagnostics company, identification of strengths and weaknesses
диагностика компании, определение сильных и слабых сторон
Market forms of managing in the
conditions of a rigid competition lead to an inconsistency of separate subjects
of managing or their time insolvency. Any situation in which the enterprise has
not time to be prepared for changes, it is possible to consider crisis. That it
has not occurred, it is necessary to understand in time the reasons on which
the enterprise economy has appeared in crisis, and to take measures even before
external display of difficulties (financial complexities).
Search of ways of an exit from an
economic crisis is directly connected with elimination of the reasons promoting
its occurrence. The careful analysis of the external and internal environment
of business is carried out, those components which really matter for the
organisation are allocated, gathering and information tracing on each component
is spent and on the basis of an estimation of real position of the enterprise
the crisis state reasons are found out. Exact, complex, timely diagnostics of a
condition of the enterprise - the first stage in working out of strategy of
anti-recessionary management by enterprise activity.
It defines my interest to the given
The purpose of the given work is
consideration of a problem of internal diagnostics of the company, definition
strong and weaknesses
In this connection research problems
- Consideration of stages of carrying
out of the given analysis
- Definition of a role of each stage in
the general analysis
Among foreign scientists it is necessary
to note: H.Anderson, E.A.Arens, R.Mautts, J. Лоббек, Z.Rishar, J. Robertson,
G.Muller, P.Fridman, X. Шараф and others.
The considerable contribution to a
domestic science was brought by such visible scientists as R.A.Alborov,
M.A.Azarskaja, Н.П. Profiteers, И.А, Belobzhetsky, V.V. Burtsev, А.В. Shouters,
O.A.Mironov, M.F.Ovsijchuk, L.N.Ovsyannikov, ST. Pankova, V.I.Podolsky, A.M.
Pronin, A.N.Pytkin, V.V. Skobara, Century П Sujts, A.D.Sheremet, WITH. Shokhin.
The special attention is deserved by
O.Lavizinova's devoted to questions article, connected with life cycle of the
organisation considered through a prism social components, published in №5
magazines «Management in Russia and abroad» for 2009. In work imperfections of evolutionary views on development of the organisation, existing in the
theory of management and not giving accurate representations about substantial
filling of separate stages of its life cycle, and also criteria of reference of
the organisations to categories "young", "growing",
"mature" were fairly marked. The author has offered own concept of
typification of stages of life cycle, leaning against known biological
approaches and allocating stages of "formation",
"development", "maturity" and "old age" by
criteria of development with the organisation of the market niche (similarly
ecological niche) and to level of an "intraspecific" competition in
it. It is possible to agree that the similar approach to a problem gives a
number of the new objective criteria, allowing to identify a stage of evolution
of the organisation. However the concept offered by O.Lavizinova, does not
introduce basic changes in a paradigm of life cycle according to which
development is schematic sequence of conditions of the organisation divided by
the moments of transformation, allowing to allocate the various periods in its
development. In other words, the main focus of research in the majority of the
works devoted to life cycles, — character of evolutionary changes, quantity of
stages, their features and duration.
The theory of life cycle of the
organisation requires today serious revision from the new system-integration
positions, allowing to receive not only answers to questions as well as why the
organisation evolves, but also that in it undergoes changes.
The understanding of the organisation as
systems is an axiom of the modern administrative theory. The organisation in
theories of life cycles appears as conditionally primary element of the
analysis, dynamics of its internal structure is system is not studied. Now it
is possible to speak about a number of the approaches purposefully
investigating transformation of separate components of the internal environment
of the organisation eventually. In this connection it is necessary to note
G.Mintsberg's devoted to organizational structures  the products; model of
evolution of organizational abilities of K.Kristensen ; the concept of
evolution of culture and E.Shejn's leadership . O.Lavizinova, doing the
demand for the system approach and defining the organisation as social system,
narrows then a spectrum of research before studying of organizational culture
and development of ideas of Shejn, being actually limited to the answer to
questions is present or there is no organizational culture at different stages
of life cycle of the organisation? And how much it is consistent and divided?.
Such approach does not consider that the organizational culture itself acts as
the system characterised by certain internal structure, including (on Shejn)
levels of the base representations, proclaimed values and artefacts [5, c. 36].
Further, the organisation as a whole is not settled cultural or (in a more
comprehensive sense) by social measurement, being the multidimensional and
multispatial system  simultaneously presented in various functional
Therefore it is necessary to offer
working out of the new approach to the theory of life cycle of the organisation
in which frameworks it is necessary to subject to studying of life cycles of
the internal environment of the organisation with the account of structure and
features of its separate elements and an emphasis on character of evolution.
Such statement of a problem will allow
to replace understanding of development of the organisation as changes of
stages of life cycle by interpretation of interaction of elements of the
internal environment of the organisation, own life cycles being at different
Starting point of the offered approach
is structurization of the internal environment of the organisation with
allocation of primary system elements. Organizational paradigms contain the
different points of view on a problem of the internal environment of the
organisation. Technologies, contracts, resources, «key the competence»,
«dynamic abilities», possibility — here it is far not the full list of the
categories used for the description of internal potentialities.
On this background the evolutionary
theory which occurrence is initiated by R.Nelson and S.Winter's  which have
enriched categorial the device of the theory of the organisation by concept the
works «organizational routine» is allocated. The term is entered for habitual,
predicted, repeating samples of activity. Unlike others «primary elements»,
organizational routines introduce stability in the organisation, but
simultaneously act as a principal cause of changes occurring in the
organisation at formation of new external operating conditions. On this basis
it is possible to assert that the category «organizational routine» acts as the
most adequate basis for construction of evolutionary model of life cycle of the
internal environment of the organisation.
From the point of view of the routine
approach, the organisation appears as the object consisting from different
qualitatives of elements, defined in various under the maintenance and
functions spaces, but, simultaneously, and as the system including
organizational routines. It is investigatory, the organisation assumes not only
difficult interaction of routines of the various nature, but also permanent
interosculation of arising, mature and becoming outdated routine ways.
The question of principle defining
prospects of practical use of offered evolutionary model, definition of the
factors influencing duration of life cycle of different organizational
routines, duration of separate stages of life cycle, and also indicators of return
of organizational routine is. Two groups of the factors acting as catalysts of
rooting or destruction of organizational routines, defining size and dynamics
of return from their use are obvious:
•Internal — size of costs of routine,
that is expenses of the enterprise forming new organizational routine,
supporting its steady functioning and destroying it at aging;
•External — the factors of an
environment defining ability of organizational routine to provide the
organisation competitive advantage (for example, whether the given
organizational routine competitors can to be easily copied that levels its
potential of a source of competitiveness).
Then the new judgement is received by a
multilayered pyramid of the internal environment of the organisation. The
fundamental levels formed by values of the organisation, its mental features
and intrafirm institutes, live longer. They are connected not with resources or
market behaviour of the organisation, and with cultural aspects. For culture of
the organisation it is characteristic casual uncertainty that does it not to
the full realised and not always clear even for direct carriers. Such routines
practically do not give in to copying, creating long-term strategic advantage
and «corporate identity» .
System-integration representations about
functioning the organisations enriched by model of life cycle of organizational
routine, allow to expand today's representations about a phenomenon of
organizational evolution. Its character and mechanisms, on the one hand, are
defined by specific features of evolution of separate organizational routines,
and with another — co-evolution of routines of various substantial levels. The
account of a principle of polydynamism at the analysis of the internal
environment of the organisation allows to formulate the new actual problems of
strategic management assuming working out of strategy of management by a
portfolio of routines of the organisation with the account of a stage of their
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