The factors of the internal environment of a medical organization include: Factors of internal and external healthcare organization as the most important element of strategic planning. Technologies and their place in the internal environment

Topic: Internal and external environment of the healthcare organization Completed by: Kaidaulov M.K. Checked by: Candidate of Medical Sciences, Altynbekova U.A.

Introduction plan 1 Internal environment of the medical organization 2 External environment of the medical organization Conclusion

Introduction Medical organization - an organization operating in the field of healthcare or providing medical services,

1 Internal environment of medical organizations

1 The purpose and vision of the medical organization Example No. 6 polyclinic Strives for continuous improvement of its activities, applying managerial, mea

2 Structure of the medical organization

3 Technology Technology is the means, processes and tools used in the treatment of the patient. * Reception and examination of a doctor in various areas * K

4 Human resources

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

10. External factors of direct influence

11. External factors of indirect influence

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

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

MUZ "Central City Hospital" is a non-profit organization financed in whole or in part from the budget of the city of Cheboksary on the basis of an estimate. It carries out its activities on the basis of the Charter with amendments and additions, has an independent balance sheet, current and other bank accounts, letterheads, a seal with the coat of arms of the Chuvash Republic.

The purpose of the establishment of the Institution is to protect health and provide emergency and specialized medical care to the population of the city of Cheboksary attached to this institution, as well as the provision of trauma care. economic payment hospital

To achieve these goals, the Institution carries out the following activities: first aid, outpatient care, other works and services.

MUZ "Central City Hospital" dates back to 1960, when Cheboksary builders opened their clinic on the 1st floor of the hostel on the street. Engels, 24. After 4 years, a hospital with 200 beds was opened in the same building. Subsequently, new buildings of the polyclinic were built, another building was attached to it at 47, Lenin Ave. The capacity of the hospital of the medical unit of the builders reached 480 beds.

In 2000, the hospital became known as the MUZ "Hospital of Builders", and from 2001 to 2004 it was called the MUZ "City Hospital No. 3" in Cheboksary. In 2005, the MUZ "Central City Hospital". Today the hospital is a complex of several buildings in the city center. There is a polyclinic for 1200 visits per shift, which includes departments of therapists (district, shop), department of general practitioners, dental and orthopedic dentistry, surgical, Women's consultation, narrow specialists, four diagnostic departments and departments of rehabilitation treatment. Admission is conducted in 24 specialties.

Any organization is located and operates within the external and internal environments. They predetermine the success of the company, impose certain restrictions on operational actions, and to some extent, each action of the company is possible only if the environment allows its implementation.

The external environment is a source that feeds the organization with the resources necessary to maintain its internal potential at the proper level. The organization is in a state of constant exchange with the external environment, thereby providing itself with the possibility of survival. But the resources of the external environment are not unlimited. And they are claimed by many other organizations that are in the same environment. Therefore, there is always the possibility that the organization will not be able to obtain the necessary resources from the external environment. This can weaken its potential and lead to many negative consequences for the organization. The task of strategic management is to ensure such an interaction of the organization with the environment that would allow it to maintain its potential at the level necessary to achieve its goals, and thus enable it to survive in the long term. External factors are divided into factors of direct impact and indirect impact. The direct impact environment includes factors that directly affect the organization's activities:

• a) Suppliers. The suppliers of the MHI "Central City Hospital" are the budget of the city of Cheboksary, the CHI Fund of the Chechen Republic, the IC "Chuvashia-Med". They provide funding monthly Money. Also, suppliers can be called organizations that use the services of the Central City Hospital, suppliers of energy, materials, equipment.
• b) Labor resources. Without the necessary specialists of proper qualification, it is impossible to effectively use complex machinery and equipment.
• c) State laws. Organizations are required to comply not only with federal, but also with regional laws. State bodies ensure the enforcement of laws in their area of ​​competence.
• d) Consumers. The consumers of the services of the MHI "Central City Hospital" are:
  • - people to whom free (preferential) services are directed;
  • - people who buy the services of the organization;
  • organizations - consumers of services.
• e) competitors. The management of the enterprise must remember that unmet consumer needs create free niches in the market for competing organizations.

The indirect impact environment consists of factors that do not have a direct and immediate impact on the activities of the organization:

• a) The state of the country's economy. The management of the organization, especially when entering the international market, must take into account the economic situation in that country.
• b) Scientific and technological progress. Technical innovations increase labor productivity and improve the quality of services provided.
• c) Sociocultural factors. These are, first of all, life values ​​and traditions, customs, attitudes that have a significant impact on the activities of the organization.
• d) Political factors. These include the economic policy of the administrative bodies of the state.
• e) Relations with the local population. The nature of the relationship with the local community is very important for accounting and planning in any organization.

The internal environment of the organization is the situational factors within the organization. The manager creates and changes, when necessary, the internal environment of the organization, which is an organic combination of its internal variables. But for this he must be able to distinguish and know them.

Internal variables are situational factors within an organization. Since organizations are systems created by people, internal variables are mainly the result of managerial decisions. This, however, does not mean that all internal variables are fully controlled by management. Often the internal factor is something "given" that management must overcome in their work. The management mechanism is focused on achieving optimal interaction of all levels of management and functional areas of management for the most effective achievement of the intended goals. The main variables within the organization itself that require management attention are goals, structure, tasks, technology, and people.

Goals are specific, end states or desired outcomes that a group seeks to achieve by working together. The main purpose of most organizations is to make a profit. But the MUZ "Central City Hospital" is a non-profit organization and is not concerned about profit problems, but it is also concerned about costs. A non-profit organization has a variety of goals, but usually places a lot of emphasis on social responsibility. The main goal of the MUZ "Central City Hospital" is to provide the population with quality medical services. The goals are developed by the company's management and brought to the attention of managers at all levels, who, in the process of coordinating joint activities, use a variety of means and methods to achieve them.

Tasks - a specific work, a series of works that must be completed in a predetermined way in a predetermined time frame. Tasks are continuously becoming more complex as the scale of work grows, requiring the provision of ever-increasing amounts of resources - material, financial, labor, etc.

The structure of the organization is a logical relationship between management levels and functional areas, aimed at establishing clear relationships between the individual divisions of the company, the distribution of rights and responsibilities between them, built in such a form that allows you to most effectively achieve the goals of the organization. It implements various requirements for improving the management system, which are expressed in various management principles.

The organizational structure of the MHI "Central City Hospital" is shown in Figure 1.

Rice. 1. Organizational structure of MHI "Central City Hospital"

The structure of the organization is closely related to its specific division of labor and the requirements for building a control system in the organization. Any organization has a labor organization, but not just random distribution work between all the staff of the organization, and a specialized division of labor. It means assigning specific work to the person who is best able to do it in the organization, that is, to the specialist.

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Introduction

7.1 Initial data

7.4 Planning cost estimates

Conclusion

Bibliography

Introduction

Any organization is located and operates in the environment. Each action of all organizations without exception is possible only if the environment allows its implementation. The environment of any organization is usually considered as consisting of three areas: general (or macroenvironment), working (or immediate environment) and internal. It contains the potential that enables the organization to function, and, consequently, to exist and survive in a certain period of time. But the internal environment can also be a source of problems and even the death of the organization if it does not provide the necessary functioning of the organization.

The external environment is a source that feeds the organization with the resources necessary to maintain its internal potential at the proper level. But the resources of the external environment are not unlimited. And they are claimed by many other organizations that are in the same environment. Therefore, there is always the possibility that the organization will not be able to obtain the necessary resources from the external environment. This can weaken its potential and lead to many negative consequences for the organization. The task of strategic management is to ensure such an interaction of the organization with the environment that would allow it to maintain its potential at the level necessary to achieve its goals, and thus enable it to survive in the long term.

In order to determine the strategy of the organization's behavior and put this strategy into practice, management must have an in-depth understanding of both the internal environment of the organization, its potential and development trends, and the external environment, its development trends and the place occupied by the organization in it.

Analysis of the environment is one of the processes of strategic management. These processes logically follow (or follow) one from the other. There is a stable feedback and, accordingly, the reverse influence of each process on the others and on their entirety. However, environmental analysis is usually considered the starting point, as it provides both a basis for defining the mission and goals of the firm, and for developing a behavioral strategy that allows the firm to fulfill its mission and achieve its goals.

In this course work, we will consider the main factors of the internal and external environment, their impact on the activities of a medical institution, the main methods of analyzing factors of the internal and external environment, as well as the role of this analysis in the strategic planning process.

1. Factors of the internal and external environment of a medical institution: controlled and uncontrolled

The process of strategic planning in an organization can be divided into several stages (Figure 1).

Figure 1 - Strategic planning process

Since the strategy is not, in fact, the organization's response to changes in objective external and internal factors of the organization, therefore, the strategic planning process begins with the identification and analysis of critical factors in the organization's environment.

The environment of each organization can be defined as a combination of three areas: the internal environment, the working environment (microenvironment) and the general environment.

The internal environment of the organization includes five key elements: production, finance, marketing, personnel management, organizational structure.

The microenvironment or working environment (environment of direct contacts of the organization) includes: consumers, competitors, intermediaries, suppliers, contact audiences.

“Contact audiences” refers to organizations and institutions, as well as social groups that are not direct business partners, but are of interest from the point of view of ensuring the entrepreneurial success of the company itself and are able to influence the implementation of its goals. Contact audiences include:

Financial circles: banking and credit organizations, funds, insurance, investment and brokerage companies, etc.

Facilities mass media: television companies, radio stations, publishing houses of newspapers and magazines, etc.

State institutions: the government and its apparatus, ministries and departments, state customs and tax services, state sanitary institutions, etc.

Public organizations: political parties, green societies, consumer protection societies, etc.

Local authorities: city halls, prefectures, offices of presidential representatives, etc.

The general public, whose opinion, shaping the public image and prestige of the company as a whole, is able to ensure the success of its activities.

The firm can have an appropriate impact on the microenvironment, i.e. these factors are controllable, in which the public relations department plays an important role, providing proper information about the nature of the company's activities.

Unlike factors, the microenvironment is more stable and, due to its nature, is not amenable to the influence of marketing activities (not controlled), forcing the enterprise to adapt to the conditions of the external environment. Environmental factors include:

1) Demographic - the age composition of the population, the ratio of urban and rural population, the degree of migration, educational level, etc.

2) The state of the financial system, the level of inflation, the convertibility of the national currency, the purchasing power of the population.

3) Natural - climate, availability of raw materials, energy sources, ecology.

4) Technologies - determine the level of scientific and technological progress and allow the production of new types of products, established standards for production and consumption, and thereby conduct effective marketing activities.

5) Sociocultural - cultural values, traditions, rituals, religion.

6) Political - the socio-political system, the alignment of political forces and social movements, the features of the legislative system and its implementation.

7) International - individual international events (wars, regional conflicts, individual decisions of international organizations) that affect world levels of natural resource extraction, etc.

Thus, from the factors of the micro- and macroenvironment, it is necessary to single out only a limited number of really significant factors (critical points) of the organization's environment. The number of critical points depends on the size of the organization, the nature and goals of the activity, and other features. Besides, short term enough limited to the analysis of the working environment, in the long term - the general nature of the external environment.

2. The mechanism of influence of factors of the internal and external environment on the activities of a medical institution in the short and long term

Tactical planning occupies an intermediate position between long-term strategic and short-term (operational-calendar). Strategic planning is designed for a long period (10-15 years). However, in many enterprises, the strategy is based on medium-term planning. Therefore, the strategic plan, as a rule, covers a period of no more than 5 years, tactical - 1-2 years, operational - less than 1 year. It is not possible to draw up a tactical plan for a period of more than two years, since there are frequent changes in the external and internal environment of the enterprise. In addition, in the short term it will be limited to an analysis of the working environment, in the long term - the general nature of the external environment.

Tactical planning is a means of implementing strategic plans. If the main goal of the strategic plan is to determine what the enterprise wants to achieve in the future, then tactical planning should answer the question of how the enterprise can achieve this state. These types of planning differ in goals and means to achieve them.

Decisions made in tactical planning are less subjective. They are more specific, always tied to the performance of the structural divisions of the enterprise.

As you know, the state in a market economy has on organizations both indirect influence, primarily through tax system, state property and the budget, and directly - through legislative acts. For example, high tax rates significantly limit the activity of firms, their investment opportunities and push them to conceal income. On the contrary, lowering tax rates helps to attract capital and leads to a revival of entrepreneurial activity. And thus, with the help of taxes, the state can manage the development of the necessary areas in the economy.

All the variety of external factors is reflected in the consumer and through him affects the organization, its goals and strategy. The need to meet the needs of customers affects the interaction of the organization with suppliers of materials and labor resources. Many organizations focus their structures on the large customer groups on which they are most dependent.

They acquire importance in modern conditions and various associations and associations of consumers that influence not only demand, but also the image of firms. It is necessary to take into account the factors influencing the behavior of consumers, their demand.

The impact on the organization of such a factor as competition cannot be disputed. The management of each enterprise clearly understands that if the needs of consumers are not met as effectively as competitors do, the enterprise will not stay afloat for a long time.

Underestimation of competitors and overestimation of markets lead even the largest companies to significant losses and crises. It is important to understand that customers are not the only object of competition for organizations. The latter may also compete for labor, materials, capital, and the right to use certain technical innovations. The reaction to competition depends on such internal factors as working conditions, wages and the nature of the relationship of managers with subordinates.

While the environmental factors described above affect all organizations to some extent, the environment of organizations operating internationally is highly complex. The latter is due to the unique set of factors that characterize each country. The economy, culture, quantity and quality of labor and material resources, laws, government institutions, political stability, and the level of technological development vary from country to country. In carrying out the functions of planning, organizing, stimulating and controlling, managers must take such differences into account.

medical polyclinic strategic planning

3. Main methods of analysis of environmental factors

Analysis of the external environment is an assessment of the state and development prospects of the most important, from the point of view of the organization, subjects and environmental factors: industries, markets, suppliers and a combination of global environmental factors that the organization cannot directly influence.

In the course of studying the macro-environment, the so-called PEST-analysis techniques are used. During the PEST analysis, the enterprise tries to identify favorable and unfavorable trends for each of the main factors of the "macro environment" (political, economic, social and technological), and on this basis decide whether to continue its work (for example, investing in the development of a new product) or, conversely, about leaving this market. When conducting a PEST analysis, it is necessary to analyze the possible impact on the activities of the enterprise of four main factors of the macroeconomic environment: Political - political; Economic - economic; Social - social; Technological - technological. As information tools, the enterprise should choose the most complete and available data sources in the region. The impact of certain factors of the "macro environment" depends on the type of activity chosen, and it is far from always necessary to take into account all these elements. Schematically, the basis of PEST analysis can be represented as follows.

PEST analysis is a tool designed to identify political, economic, social and technological aspects of the external environment that may affect a company's strategy. Politics is studied because it regulates the power, which in turn determines the environment of the company and the receipt of key resources for its activities. The main reason for studying the economy is to create a picture of the distribution of resources at the state level, which is the most important condition for the activity of an enterprise. No less important consumer preferences are determined using the social component of PEST - analysis. The last factor is the technological component. The purpose of her research is considered to be the identification of trends in technological development, which are often the causes of changes and market losses, as well as the emergence of new products.

The main provisions of PEST - analysis: "A strategic analysis of each of the four components indicated should be quite systemic, since all these components are closely and intricately interconnected." You can not rely only on these components of the external environment, since real life much wider and more varied.

4. Procedures for analyzing factors of the internal environment

After analyzing the external environment, and having received data on factors that pose a threat or open new opportunities, management should evaluate whether the company has the internal strength to take advantage of opportunities, and what internal weaknesses can complicate future problems associated with external threats.

The method used to diagnose internal problems is called a management survey. A management survey is a methodical assessment of an organization's functional areas designed to identify its strategic strengths and weaknesses. Five functions are included in the management survey - marketing, finance, (operations) production, human resources, and corporate culture and image.

In order to get a clear assessment of the strength of the enterprise and the situation on the market, there is a SWOT analysis.

SWOT analysis is the definition of the strengths and weaknesses of the enterprise, as well as the opportunities and threats coming from its immediate environment (external environment). Strengths(Strengths) -- the benefits of the organization; weaknesses (weaknesses) - shortcomings of the organization; opportunities (Opportunities) -- environmental factors, the use of which will create an advantage for the organization in the market; Threats are factors that can potentially worsen an organization's position in the market. To carry out the analysis it is necessary:

Determine the main direction of development of the enterprise (its mission);

Weigh the forces and assess the market situation in order to understand whether it is possible to move in the indicated direction and how best to do it (SWOT analysis);

Set goals for the enterprise, taking into account its real capabilities (determination of the strategic goals of the enterprise).

Conducting a SWOT analysis comes down to filling out a SWOT analysis matrix. In the appropriate cells of the matrix, it is necessary to enter the strengths and weaknesses of the enterprise, as well as market opportunities and threats (Figure 2).

Figure 2 - SWOT Analysis Matrix

The strengths of an enterprise are something that it excels in or some feature that provides additional opportunities. The strength may lie in the existing experience, access to unique resources, the availability of advanced technology and modern equipment, highly qualified personnel, high quality products, brand awareness, etc.

The weaknesses of an enterprise are the absence of something important for the functioning of the enterprise, or something that is not yet possible in comparison with other companies and puts the enterprise in an unfavorable position. As an example of weaknesses, one can cite a too narrow range of manufactured goods, a bad reputation of the company in the market, lack of funding, low level of service, etc.

Market opportunities are favorable circumstances that a business can take advantage of. As an example of market opportunities, one can cite the deterioration of the positions of competitors, a sharp increase in demand, the emergence of new production technologies, an increase in the level of income of the population, etc. It should be noted that from the point of view of SWOT analysis, not all opportunities that exist on the market are considered, but only those that can be used.

Market threats - events, the occurrence of which may have an adverse impact on the enterprise. Examples of market threats: new competitors entering the market, tax increases, changing consumer tastes, declining birth rates, etc.

The same factor can be both a threat and an opportunity for different enterprises.

5. Goals of strategic planning, main stages, specifics of strategic planning in a medical institution

5.1 The concept, goals and objectives of strategic planning in the activities of a medical institution

Strategic planning is a young activity. The emergence of strategic planning dates back to the 1950s.

Strategic planning is a set of actions and decisions taken by management that lead to the development of specific strategies designed to help the organization achieve its goals.

The defined goals of the organization's activities should be consistent with its vision and mission.

Vision is an ideal picture of the future, that state that can be achieved under the most unfavorable conditions. This is the level of ambition in the strategic planning process.

The mission of the company can be defined as a long-term position of the company, occupied by it in the market or the role of the company in the market, which has become widely known to customers, competitors, and the external environment.

On the practical side, a mission statement is a program statement, a document by which a company describes its area of ​​activity, its value system, sets out its guiding principles in relation to both economic and non-economic (social) indicators.

The mission is important both for the external and for the internal sphere of the enterprise:

Inside the enterprise, it reveals to the staff an understanding of the goals and helps to develop a unified position that contributes to the strengthening of the internal company culture. Knowledge of the mission of the company allows the employees of the company to work purposefully and meet the requirements and targets;

In the external sphere, it contributes to the creation of a holistic image of the enterprise, explaining which economic and social role in society it seeks to play and what perception in general it seeks.

The firm's mission statement may include the following elements:

1) The history of the company.

3) Priority goals and constraints, both economic and non-economic.

4) Strategic claims ( general policy in the underlying market and the role the firm wants to play in it).

The goals of the enterprise express specific areas of activity. In modern planning theory, it is customary to distinguish eight main areas of activity, within the boundaries of each enterprise determines its main goals. These are the position of the organization in the market, innovation activity, level of productivity, availability of production resources, degree of stability, management system, professionalism of personnel and social responsibility. As a rule, the most significant in market conditions are financial goals that determine the state of solvency and economic stability of the enterprise.

The main objectives of strategic planning are:

1) determination of necessary political decisions;

2) assessment of the future state of the economy and the need for this product;

3) assessment of the required production capacity in the future;

4) preliminary estimate potential capital investment.

Strategic planning includes long-term, medium-term and current plans.

Long-term plans are developed for a period of 5 to 15 or more years, medium-term - from 2 to 5 years, and current - for 1 year.

The strategic plan is substantiated by quantitative indicators and corresponding calculations. It is based on the forecast of socio-economic processes, which can be divided into the forecast of the external environment and the forecast internal activities enterprises.

5.2 Key steps in strategic planning

1) interactive-normative;

2) development and revision;

3) approval and implementation.

The interactive-normative stage begins with the formation of a goal and the definition of development guidelines. For this, the existing potential of the enterprise is assessed and a forecast is made for the development of the external environment. As reference points are reports on the production and economic activities of the enterprise, as well as regulatory and instructive materials. These materials are the basis for the development of long-term or medium-term plans at the level of individual structural units, as well as proposals for the formation of development goals and guidelines. Coordination of planned figures, strategic approaches and alternatives is carried out at a conference or a meeting of the strategic planning committee.

The latter is a means of consultation, information exchange and collective discussion. The Strategic Planning Committee analyzes the progress of the implementation of the strategy, as well as, if necessary, its adjustment. The head of the company heads the strategic planning committee.

The development and revision phase is the most important. Here, strategic planning is carried out according to the relevant goals and guidelines agreed at the first stage. At this stage, structural units develop their strategies, long-term plans and social programs.

At the final, third stage, the approval and implementation "from top to bottom" of the established common goals and main economic indicators in general for the enterprise (firm). At the same time, long-term, medium-term and current plans for the development of the enterprise are approved.

5.3 Specifics of strategic planning in a medical institution

The strategic plan of the organization is based on the forecast of socio-economic processes, which can be divided into the forecast of the external environment and the forecast of the internal activities of the enterprise.

When developing a strategic plan, interactive planning consists of the following three steps:

Interactive-normative;

development and revision;

Assertions and implementations.

The current pace of change and increase in knowledge is so great that strategic planning seems to be the only way to formally predict future problems and opportunities. It provides senior management with the means to create a long-term plan.

Strategic planning of the organization:

Reasonable and conscious choice of goals and strategy for the development of the organization.

Constant search for new forms and activities to improve the competitiveness of the organization.

Ensuring compliance between the organization and the external environment that controls and manages the subsystems and elements of the organization.

Individualization of the strategy, where each organization has its own characteristics, due to the existing composition of personnel, material and technical base, culture and other features, so the development of strategies should be carried out taking into account these features.

Clear organizational separation of strategic planning tasks from operational planning tasks.

6. The role of the analysis of factors of the internal and external environment in the process of strategic planning in a medical institution

Strategic planning is based on a thorough analysis of the external and internal environment of the company:

Evaluate changes that occur or may occur in the planning period;

Factors that threaten the position of the firm are identified;

The factors favorable for the company's activity are investigated.

Processes and changes in the external environment have a vital impact on the firm. The main problems associated with the external environment are the economy, politics, market, technology, competition.

The strategy is the starting point for theoretical and empirical research. Organizations can differ in how much their key decision makers have committed themselves to the innovation strategy. If top management supports attempts to implement an innovation, the likelihood that the innovation will be accepted for implementation in the organization increases. As senior management becomes involved in the decision-making process, the importance of strategic and financial goals increases.

Environmental analysis refers to the process by which strategic planners control factors external to firms in order to identify opportunities and potential hazards for the firm. The study of the external environment provides the organization with the opportunity to respond in a timely manner to the threats to the company that have appeared on the market, and gives the ability to develop business actions. These qualities allow the firm not only to prevent these threats, but also to extract new profitable opportunities from the situation. From this perspective, the role of environmental analysis in the strategic planning process is essentially to answer three specific questions:

1) Where is the organization located now?

2) Where should the organization be in the future?

3) What needs to be done to move the organization from where it is now to where it should be in the future?

Of great importance is adaptation to the external environment, which covers all actions of a strategic nature that improve the relationship of the enterprise with environment. Businesses need to adapt to both external opportunities and hazards, identify the best options, and ensure that strategies are effectively adapted to external conditions.

The nature and level of strategic planning to a large extent predetermine the success of the enterprise's market activities. Some Russian firms at a certain stage are able to achieve certain achievements without spending much effort on organizing planning. Moreover, strategic planning alone does not guarantee success. At the same time, there is no doubt that the use of planned methods creates important significant favorable prerequisites for the development of the company. The current pace of change and increase in knowledge is so great that strategic planning is essentially the only way to predict future problems and opportunities. It provides the management of the company with a tool for its functioning in the long term. Strategic planning provides the basis for making managerial decisions. Determining what the firm wants to achieve helps to evaluate the most appropriate ways to practical action. Planning helps reduce risk when working in the market. By making informed planning decisions, management reduces the risk of choosing a sub-optimal decision due to erroneous or unreliable information about the capabilities of the enterprise or about the external situation. Planning, which serves to determine future actions in the market, helps to ensure the unity of a common goal throughout the organization.

7. Planning the main performance indicators of the allergological department of the polyclinic

7.1 Initial data

Estimated norms of time for a medical and diagnostic visit to an allergist:

When taken by adults 15.0 minutes;

When taking children 17.1 minutes.

The normative number of positions of middle and junior medical staff per 1 position of an allergist:

Nursing staff 1: 0.5;

Junior medical staff 1: 0.5.

The mode of operation of medical personnel is presented in Table 1.

Table 1 - Mode of operation of medical personnel

The standard for spending on soft inventory in the reporting period is 860 rubles per 1 position of the main medical staff per year.

The standard for medical expenses in the clinic in the reporting period is 36.8 rubles. for 1 medical and diagnostic visit.

The coefficient of using the working time of the position is 0.923.

Coefficients for accounting for general institution expenses in the estimate for paid medical services - 0.071

The planned volume of medical services is 11953 medical and diagnostic visits per year; 6394 professional examinations per year.

The time limit for 1 medical examination is 12 minutes.

The cost estimates for the polyclinic are shown in Table 2.

Table 2 - Estimated expenses of the polyclinic, thousand rubles

Average wages of polyclinic staff (rubles per month):

Medical staff 15000;

Nursing staff 7800.

7.2 Calculation of the planned capacity of the allergological department of the polyclinic

foundation building medical organization is its power, that is, the maximum number of medical services that can be provided to the population. The capacity of an outpatient clinic is determined by the number of rooms for receiving patients and the number of visits per shift.

To determine the planned capacity of the allergological department of the polyclinic, the following formula is used:

where OCHP is the planned total number of visits in equivalent treatment

diagnostic visits in polyclinic units;

С - shift work of the polyclinic;

D is the number of working days of the polyclinic in a year.

D \u003d 365 - 12 - 52 2 \u003d 249 (days)

where - medical and diagnostic visits;

Preventive visits;

home visits;

Time spent on 1 treatment and diagnostic,

preventive, home visiting respectively.

OHR = 11935 + 6394 (12/15) = 17050 (visits per shift)

17050 / 2 249 = 34 (visits per shift)

Thus, the planned capacity of the allergological department of the polyclinic will be 34.23 visits per shift.

7.3 Planning the number of positions in the allergological department of the polyclinic

The planning of the number of medical personnel in an outpatient clinic in terms of the volume of work is carried out according to the formula:

where F is the planned function of the medical position.

F = B N (4)

where B - the budget of the working time of the position, hour / year;

N - load rate, number of visits;

The coefficient of use of useful working time (0.923).

B = ((365 - V - P - O) / 5) m - g (5)

where B - days off;

P - holidays;

O - vacation;

m - duration of the working week in hours;

q - reduction of working hours on pre-holiday days, total hours / year

B \u003d ((365 - 104 - 12 - 42) / 5) 38 - 12 \u003d 1561.2 (hours)

N = 60 / 15 = 4 (min.)

Ф = 1561.2 4 0.923 = 5764

17050 / 5764 = 2.958 = 3 (positions)

According to the staffing standard, there are 1.0 positions of paramedical personnel per 1 position of an allergist, hence:

1 = 3 (positions)

And the positions of nurses are established at the rate of 1 position for every 5 positions of allergists:

3 / 5 = 0.6 = 0.5 (positions)

Using the data obtained, we will draw up the staffing of the allergological department of the polyclinic (table 3).

Table 3 - Staffing of the allergological department of the polyclinic

Since the number of positions of doctors is less than 3.5, there is no head of the allergological department in this polyclinic. Accordingly, the head nurse, since the number of positions of senior sisters corresponds to the number of positions of department heads.

7.4 Planning cost estimates

The cost estimate of a budget organization is a summary plan of all expenses of a medical institution for the upcoming period of production and economic activity. It is compiled in a single form approved by the Ministry of Finance. When drawing up estimates for budgetary health facilities, the costs are classified according to the items of expenditure of the budgets of the Russian Federation.

In the process of planning cost estimates in domestic practice, two main approaches are used:

1) consolidated method - by summing up, that is, on the basis of summing up the estimates of all individual units;

2) the estimated method - it is based on the calculation of expenses for the entire institution as a whole on the basis of other planning documents.

Let us first calculate the fund for the payment of the main medical personnel. The remuneration of medical personnel is presented in table 4.

Table 4 - Remuneration of medical personnel

Thus, we obtained that the salary of the main medical personnel for the year is:

ZP main \u003d 68400 12 \u003d 820800 (rub.)

Compensation for administrative, managerial and other personnel is calculated by multiplying labor costs by a factor to account for general institution expenses.

ZP \u003d 4489800 0.071 \u003d 318775.8 rubles.

Calculation of the planned annual wage fund:

Accruals for the remuneration of medical personnel are made in the amount of 34% of the remuneration, which will be:

H \u003d 1270130 0.34 \u003d 431844.2 (rub.)

From the input data, in accordance with the agency-wide cost factor, which is 0.071 for an allergist, we calculate the remaining lines of the cost estimate.

Payment for communication services:

40800 0.071 = 2896.8 (rubles)

Payment of utility services:

5526000 0.071 = 392346 (rubles)

Other current expenses, including:

627600 0.071 = 44559.6 (rubles)

Payment for current equipment repairs

37200 0.071 = 2641.2 (rubles)

Other current expenses

590400 0.071 = 41918.4 (rubles)

Overhaul:

877200 0.071 = 62281.2 (rubles)

Purchasing supplies, including:

soft inventory

Mi \u003d Mi AUP + Mi P + Mi D (6)

where Mi AUP - soft inventory for AUP;

Mi P - soft inventory for paraclinical service;

Mi D - soft inventory, based on the cost standard for 1 position

core staff per year.

Mi AUP + Mi P \u003d 17600 0.071 \u003d 1249.6 (rubles)

Mi D \u003d 860 6 \u003d 5160 (rub.)

Mi \u003d 1249.6 + 5160 \u003d 6409.6 (rubles)

medical expenses

M = M p + M d (7)

where M p - medicines for paraclinical service;

M d - medicines based on the standard cost for 1 treatment

diagnostic visit.

M p \u003d 2121000 0.071 \u003d 150591 (rub.)

M d \u003d 36.8 17050 \u003d 627440 (rub.)

M = 150591 + 627440 = 778031 (rub.)

Special payment. fuel and lubricants

85200 0.071 = 6049.2 (rubles)

Other Consumables

285600 0.071 = 20277.6 (rubles)

The cost estimate of the allergology department of the polyclinic is presented in table 5.

Table 5 - Estimated expenses of the allergological department of the polyclinic, rub.

7.5 Cost planning and service pricing

Using the values ​​found above and the cost estimate for the planning period (year), we calculate the cost of the service using the formula:

C \u003d P / OCHP (8)

where P is the sum of all expenses for the year.

C \u003d (3014825.2 - 62281.2) / 17050 \u003d 173.17 (rubles)

The formation of the price of a medical service is based on the traditional method: cost plus profit.

C \u003d C + P (9)

where P - profit, rub.

where is the rate of return in the price of medical services (30%).

P = 173.17 0.3 = 51.95 (rubles)

C \u003d 173.17 + 51.95 \u003d 225.12 (rubles)

Thus, the price of one medical service of an allergist is 225.12 rubles.

Conclusion

Analysis of the internal and external environment is a very important and very complex process for developing an organization's strategy, requiring careful monitoring of the processes taking place in the environment, assessing the 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 concluded. in the external environment. Obviously, without knowing what is happening in the external environment and without developing its internal competent sides, the company will very soon begin to lose its competitive advantage, and then may simply disappear from the market.

The planning process is a tool that helps in making managerial decisions. Its task is to provide innovations and changes in the organization to a sufficient extent.

Planning allows you to prepare for the use of future favorable conditions; improve coordination of actions in the organization; create prerequisites for increasing the educational level of managers; more rational distribution of resources; improve control in the organization.

In view of the foregoing, we can conclude that the only correct option for a company 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 conducting 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 we count on the effectiveness of strategic and operational management decisions.

Bibliography

1. Efanova E. V. Planning at a healthcare enterprise: textbook. allowance / E.V. Efanova, S.L. Petrosyan. Voronezh: GOU VPO "Voronezh State Technical University", 2008. - 196 p.

2. Guidelines for implementation term paper in the discipline "Planning at a healthcare enterprise" for students of the specialty 080502 "Economics and management at an enterprise (health care)" full-time education / E.V. Efanova, L.V. Shkurina, I.D. Fedorov. Voronezh: GOU VPO "Voronezh State Technical University", 2006. - 33 p.

3. Balabanov M. V. Financial analysis and planning of an economic entity: textbook. / M. V. Balabanov. - M.: publishing house "Third Rome", 2000. - 236 p.

4. Alekseeva M. M. Planirovanie deyatel'nosti firmy: ucheb. allowance / M. M. Alekseeva. - M.: Finance and statistics, 2005. - 248 p.

5. Varakuta S. A. Planning at the enterprise: textbook. allowance / S. A. Varakuta, Yu. N. Egorov. - M.: INFRA - M, 2001. - 176 p.

6. Ilyin A. I. Planning at the enterprise: textbook. / A. I. Ilyin. - M.: New knowledge, 2002. - 635 p.

7. Basovsky L. E. Forecasting and planning in the conditions of the market: textbook. allowance / L. E. Basovsky. - M.: INFRA - M, 2006. - 260 p.

8. Goremykin L. A. Planning at the enterprise: textbook. / L. A. Goremykin. - M.: ESMO, 2001. - 168 p.

9. Shishkin A. Yu. Economics social sphere: studies. allowance / A. Yu. Shishkin. - M.: INFRA - M, 2003. - 416 p.

10. Petrov A.N. Strategic planning of enterprise development: textbook. allowance / A. N. Petrov. - M.: UNITI, 2007. - 443 p.

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Concepts of modern strategic planning and management, strategic management. Analysis of the external and internal environment by strategic management tools. Competitive analysis and strategy. Development of an organization development strategy.

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

Factors of the internal environment (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 the specific end states or desired outcomes that the 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 point of setting a goal is to identify the most significant areas of activity and expected results in order to focus on achieving these results.

The formulation and communication of goals is an important means of coordinating the work divided among specialized groups, provided that the goals of the units are consistent with the goals of the organization as a whole.

For commercial organizations, the goals of profitability, profitability, etc. are set, for non-profit organizations - the goals of budget fulfillment, 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 upgrade;

Changes in organization and management;

Human resources;

Work 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 some 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 an employee, but to a 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.

Production technology 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.

Technology from a managerial point of view is not a way of processing raw materials, not a method of connecting machines and workers. The manager, first of all, is looking for the most effective way to achieve the goals.

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

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

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

Technology performance evaluation;

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

Assessment of compliance of the level of actual qualification of personnel with the requirements of the chosen (used) technology;

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

Tasks and technology are closely related. The performance of a particular task involves the use of a particular technology as a means of converting input material into an output form.

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

The behavior of individuals;

Behavior of people in groups;

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

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

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

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

The organization does not have a formal division of masters 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 of the Labor Code and the wishes of the employees themselves. There is a distribution of the mandatory 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 for hourly pay.

Members of the organization believe that the main direction of the development of the organization is due to 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 carved its niche in the market for this product and has become known as optics with affordable prices.

At the desired level of development, Meridian LLC 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 moment, the organization is at the beginning of the path to its design capacity, an efficient management and workforce are 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. The life cycle stage of Meridian LLC should be defined as "Growth".

Ecological factors of the 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 time air conditioners work in the premises, not only refreshing, but also purifying the air. The stores provide moderately bright lighting of the trading floor. Maintaining the composition of the air required level OOO "Meridian" achieves 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. Corporate clothing is intended for staff. IN trading floor absent noise pollution. Through windows made according to modern technologies, the noise of vehicles is not heard.

External environment of the 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 unit to unit within the same organization. Factors that have an immediate impact on the organization refer to the environment of direct impact (factors of the microenvironment); all others - to the environment of indirect influence (macro-environment factors).

Characteristics of the external environment:

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 speed with which changes occur in the environment);

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

The macro-environment includes the legal factor, political, social, economic, technological.

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

From a formalized point of view, the legal factor is the sum of laws and by-laws 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 concept of the legal factor also includes such a concept as legal culture by which we mean law-abiding.

Specific forms of the legal factor:

Rights, obligations and liability of the manufacturer;

Possible forms of protecting one's own interests in case of their violation by other subjects of law;

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;

Stability of the legal system;

Opportunity to lobby your own interests in legislative bodies.

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 impacts (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;

Opposition and its position in society;

Threats to the organization if the opposition comes to power;

Government attitude 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 towards 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;

The educational level of the nation;

Features of national culture;

Level and quality of life;

national values;

Level vocational training work force;

The attitude of people to work, self-employment and business success;

Mobility of the labor force and the population as a whole;

The attitude of others to independent business activity and business success;

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

The main components of the economic factor:

Availability of use 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 technological factor is something that 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 the technological gap from competitors, if the manager in the process of competition adheres to the strategy of pursuing competitors.

2. Identification and fixation of the appearance on the market of a new (compared to currently used), more advanced and productive technology, if the manager adheres to a strategy to outperform competitors.

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

Competitors;

Suppliers;

Landlord;

OJSC "Medtekhnika", which performs verification and calibration of measuring instruments;

FGUZ "Center for Hygiene and Epidemiology in Ivanovo region”, which conducts measurements of lighting and microclimate, issuance of medical books, as well as sanitary and epidemiological examination and microbiological research;

Organizations; carrying out preventive examination of employees;

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

Private security;

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

Laundry;

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

Educational and technical center conducting pre-certification training for power 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 the precise fulfillment of formalities protects the organization from being closed by regulatory authorities, while for many competing organizations such a possibility theoretically exists. At the same time, Meridian also tries to maintain informal relations with representatives of the listed counterparties, which helps the optician to 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, icraft, Ochkarik and others. In different shopping malls and stores open small stalls selling glasses made without a license.

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

Changes in the demographic situation taking place in Russia have both a positive and a negative impact on the company's activities. A change in the age structure of society, in which the largest share is occupied by the population of pre-retirement and retirement age, which has 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 increase the volume of orders and services rendered and, if the most optimal prices are established, will allow the organization to increase sales.

Social factors that may further affect Meridian's operations include the following:

The average level of wages in the industry: since the wages of the firm's employees are slightly higher than the average wages in the industry, the firm has the opportunity to increase the requirements for employees;

Movements to protect consumer rights and increase requirements for firms providing medical services and products;

Increasing attention of consumers of the middle and upper class to their health and preservation, 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 customers towards 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 better. Thus, the growth of fixed assets allows you to increase the number of products and expand its range. Currently, Meridian optics uses manual, semi-automatic and automatic machines, the latter of which fully meets modern requirements. In general, the company's management characterize their technological state as corresponding to the level of the main competitors.

The strengths and weaknesses of the organization, as well as the threats and opportunities of the external environment, are shown by the SWOT analysis presented in Table 2.1.

Table 2.1