Management environment in a social organization. Internal and external environment of the organization (management environment)

The social management environment is a set of social standards, norms and restrictions, public, group and individual interests. management aggressive social

Naturally, the behavior of the external environment inevitably influences any management system. This influence can be positive or negative. The number of positive and negative impacts can be mutually compensated, and then it is permissible to talk about the “neutrality” of the external environment.

Depending on the environment in which the management process has to be carried out, the importance of the goals set by the head of the organization and methods for achieving them varies.

The concept of “internal / external environment"subjective. A leader can consider everything that he sees in front of him as an external environment in relation to himself. He can separate himself as a person even from his own position, and his inner world it will become even narrower. Or he can push the boundaries of the internal environment to his office, workshop, factory, to all humanity. And if at the same time the issues of interaction of humanity with other forms of life, with nature are considered, then such an approach is fair and appropriate. Any form of life strives to fill the surrounding space, embrace the surrounding world, incorporate it into itself or connect with it.

However for commercial director planning the sale of products, it is hardly appropriate to expand the boundaries of the internal environment to the level of society. It is unlikely that society will share his point of view. Society as a whole goes beyond the boundaries of its controllability zone.

Thus, the internal environment is part social organization, which shares a common goal, claims to be part of the overall result; employees whose individual goals are joint and interdependent, investing their own resources and accepting the risk of failure of joint projects.

A manager has a real opportunity to expand the objective boundaries of the internal environment of his organization if he manages to transfer these conditions to the management apparatus, the team, and society by agreeing on goals, analysis, forecasting and identifying common interests, attracting risk and responsibility for the successes and failures of the organization.

But attributing part of a space to the external environment does not necessarily make it hostile. The external environment cannot be uniformly dispassionate towards the activities of the organization. It simultaneously combines different relationships- from support to sharp rejection.

The enlarged typology distinguishes between inert, optimal and aggressive environments.

The basis for the position of the external environment in relation to the organization is their goals:

• * a neutral management environment presupposes the absence of intersecting and interconnected goals of the subjects of interaction;
• * optimal - consistency, unidirectionality or complementarity of goals;
• * aggressive - the presence of mutually exclusive goals.

The areas in which the goals of the organization and the external environment may come into contact are identical to the areas in which human activity is carried out.

The factors that determine the reaction of the external environment are equally general:

• * economic - competition, cyclical development, competitiveness;
• * political - class and party struggle;
• * technological - scientific and technological progress and transformation opportunities;
• * natural and climatic - natural disasters, unfavorable natural conditions;
• * organizational - legal, regulatory contradictions;
• * demographic - gender and age objective and subjective differences, standards, opportunities;
• * ideological - correspondence of worldviews and others.

From the point of view of solving a specific problem and obtaining maximum results, a favorable management environment is optimal.

A harmonious combination of the organization’s, team’s, or manager’s own goals with the interests of society, consumers, and partners allows one to avoid many indirect costs associated with overcoming legal barriers, ethical restrictions, and negative psychological attitude. As the degree of external favorability decreases, the potential performance of the organization decreases accordingly.

In an aggressive environment, indirect expenses not related to core activities increase. Social and psychological tension arises, and public pressure may increase, expressed through public criticism, picketing, and other forms of public discontent. We must not forget that no organization can achieve absolute socio-psychological isolation from the external environment. All its employees are simultaneously residents of a certain settlement, members of any parties and public associations, users public goods, units of various social communities and groups. All these interweavings of social relations lead to the fact that any conflicts with the external environment over time inevitably flow into internal tension and intra-organizational conflicts. Thus, the external environment penetrates inside the organization, the controllability zone is sharply reduced, the manager loses his previous rights and powers, etc.

On the one hand, it should expand the zone of its own sustainable influence, capturing more and more new segments that previously belonged to the “external environment.” Naturally, a certain amount of caution should be observed in this case, so that in the pursuit of scale one does not forget about the content; so that the expansion of the organization is not formal, but reflects the growing quality of interaction between the manager and subordinates, subordinates with clients, etc.

On the other hand, the manager and the organization must constantly analyze the compliance of their own goals with the goals of the external environment. Own goals must be formed and formulated in such a way that they also reflect the social significance of any organizational activity. There are cases when such a coordination of interests is objectively impossible, for example, the imperfection of technology does not make it possible to ensure absolute environmental safety of production; or when conflicts of interests extend not to the entire society, but to individual layers, for example, the organization of elite forms of leisure against the backdrop of a low standard of living for the majority of the population. In such situations, additional tasks are imposed on the manager and the organization to overcome obvious conflicts of interests, to explain their own interests to opponents, to include additional events, satisfying their interests. Expenses for advertising, financial support mass media, the acquisition of political support and patronage in this situation will inevitably increase. Measures aimed at ensuring simple physical security of employees and property of the organization may also be in demand.

The blame for such contradictions with the external environment may lie with any of the parties to this interaction. Often, progressive ideas that are ahead of their time come up against the backwardness, conservatism or partiality of their contemporaries. Many ideological, technological, economic projects made their way in continuous struggle and confrontation with the outside world.

The organization itself even more often turns out to be the culprit of the aggressiveness of the external environment if it chooses goals that are in clear contradiction with the system of social values ​​or that infringe on someone’s rights. The most striking conflicts and contradictions with the external environment arise among organizations engaged in illegal, illegal activities. Mafia structures and criminal groups experience constant and comprehensive aggressiveness from the external environment, but this aggression is a natural healthy reaction to their own aggression.

ENVIRONMENTAL MANAGEMENT

ENVIRONMENTAL MANAGEMENT systematic protection and transformation of the environment in the interests of humans, but without destroying the mechanisms of self-development of nature itself.

Ecological encyclopedic Dictionary. - Chisinau: Main editorial office of the Moldavian Soviet Encyclopedia. I.I. Dedu. 1989.

See what "ENVIRONMENTAL MANAGEMENT" is in other dictionaries:

environmental management- 1) the same as environmental management; 2) (for the purposes of the National Standard Russian Federation Guidelines for auditing quality and/or environmental management systems. GOST R ISO 19011 2003) the same as environmental... ... Environmental law of Russia: dictionary of legal terms

GOST R ISO 14050-99: Environmental management. Dictionary- Terminology GOST R ISO 14050 99: Management environment. Dictionary original document: 3.16 Environmental management system audit<внутренний>systematically documented... ...

GOST R ISO 14031-2001: Environmental management. Assessing environmental performance. General requirements- Terminology GOST R ISO 14031 2001: Environmental management. Assessing environmental performance. General requirements original document: 3.4 environmental impact: According to GOST R ISO 14001. Definitions of the term from ... Dictionary-reference book of terms of normative and technical documentation

GOST R ISO 14040-99: Environmental management. Life cycle assessment. Principles and structure- Terminology GOST R ISO 14040 99: Environmental management. Life cycle assessment. Principles and structure of the original document: 3.6 Input flow (input) materials or energy that enters a unit process. Note Materials may... ... Dictionary-reference book of terms of normative and technical documentation

GOST R ISO 14043-2001: Environmental management. Life cycle assessment. Life cycle interpretation- Terminology GOST R ISO 14043 2001: Environmental management. Life cycle assessment. Life cycle interpretation original document: 3.1.3 evaluation<интерпретация жизненного цикла>: second step of the interpretation phase... ... Dictionary-reference book of terms of normative and technical documentation

GOST R ISO 14042-2001: Environmental management. Life cycle assessment. Life cycle impact assessment- Terminology GOST R ISO 14042 2001: Environmental management. Life cycle assessment. Life cycle impact assessment original document: Indicator value Equivalent amount of CO2, kg Definitions of the term from various documents: ... ... Dictionary-reference book of terms of normative and technical documentation

GOST R ISO 14041-2000: Environmental management. Life cycle assessment. Defining the purpose, area of ​​research and inventory analysis- Terminology GOST R ISO 14041 2000: Environmental management. Life cycle assessment. Definition of the purpose, area of ​​research and inventory analysis original document: 3.12. uncertainty analysis: System… … Dictionary-reference book of terms of normative and technical documentation

Environmental Management System- part of the general administrative management system, which includes organizational structure, planning, responsibilities, methods, procedures, processes and resources necessary to develop, implement, implement, analyze and maintain... ... Dictionary-reference book of terms of normative and technical documentation

Environmental management system audit- a systematic and documented process for reviewing objectively obtained and assessed data to determine whether an organization's environmental management system meets the system's audit criteria established... ... Dictionary-reference book of terms of normative and technical documentation

environmental management system (EMS)- 3.5 environmental management system (environmental management system): According to GOST R ISO 14001. Source... Dictionary-reference book of terms of normative and technical documentation

Books

• Open systems. DBMS No. 03/2011, Open systems. In the issue: Is Watson elementary? Years of work by hundreds of scientists plus huge investments made it possible to create a real-time question-and-answer content analytics system. Altix UV on... eBook
• Control of the subconscious. Part 1. Treatment with pleasure (DVD), . Self-regulation in in a broad sense- this is the natural desire of all living things for life and harmony. We are constantly in interaction with the environment, people and information. Majority…

Introduction

The topic of this course work is analysis of the management environment. The organization studies the environment in order to ensure successful progress towards its goals, develops a strategy for interaction with elements of the external environment, providing it with the most comfortable existence.

The relevance of the chosen research topic is due to the fact that modern environment management is characterized by complexity, dynamism, uncertainty, and to determine further actions, development strategies, an analysis of the factors affecting it is needed.

In order to determine the organization's behavior strategy and implement this strategy, management must have an in-depth understanding of both the factors influencing the organization from the inside, their potential and development trends, and the factors influencing from the outside.

Effective and rational organization of the chain of management processes at an enterprise is possible only with constant study and control over changes in numerous factors of the external and internal business environment.

The most common method of analyzing the management environment is SWOT analysis, because it allows you to identify and structure strong and weak sides organization, as well as potential opportunities and threats. This is what forms the basis for this study.

The object of study of this course work is a grocery store - Retail-1 LLC, store No. 458 (Maria-Ra). The subject of the study is the management environment of this store.

The purpose of this research work is to analyze the components of the management environment and develop paths and goals further development store.

To achieve this goal, the following tasks were identified:

1. Study the structure of the management environment.

2. Find out what the analysis of the management environment is and the chosen method of analysis - SWOT analysis.

3. Describe the object of study.

4. Analyze the internal and external environments of the research object.

5. Based on the SWOT analysis methodology, identify the weaknesses and strengths of the research object, as well as opportunities and threats.

6. Determine further goals for the development of the research object and ways to achieve them.

This course work consists of two chapters. The first chapter is theoretical; it outlines the theoretical aspects of the chosen topic and basic concepts. The second chapter is the practical part of the study. It includes a description of the research object (store No. 458), an analysis of its management environment and ways to improve operational efficiency.

When writing the course work, the following authors were used: Astakhova N.I., Gaponenko A.L., Pankrukhin A.P., Zuba A.T., Medvedev V.P., Ermalovich L.P., various Internet resources, and also documents such as the Customer Service Standard and the License to Operate retail sales alcoholic products in stores of the Maria-Ra retail chain.

Chapter 1. Theoretical aspects of management environment analysis

Management environment structure, basic concepts

To begin with, you should define the concept that makes up the research topic and reveal its structure.

The management environment is a set of subjects and factors that actively act and influence the position and prospects of the organization and the effectiveness of management.

There are micro- and macro-environments of management. The macroenvironment includes broad social factors: political, legal, demographic, economic, geographical, national and others. And the microenvironment is represented by individual subjects that are directly related to a given management subject and its capabilities.

The microenvironment is divided into:

Ø factors not controlled by the organization(consumers, competitors, intermediaries, suppliers)

Ø factors controlled by the organization’s management (choice of field of activity, technology, personnel)

Ø factors controlled by organizational units

The control environment is also divided into external and internal.

Internal management environment

The internal management environment is a set of characteristics of an organization and its internal subjects (strengths, weaknesses of its elements and connections between them) that influence the prospects and position of the organization.

The internal environment combines the elements that the subject and object of control have, i.e. contains the potential necessary for its functioning. The main components of the internal environment are goals, structure, tasks, technology and people. Let's look at these elements in a little more detail:

Goals are specific end states or desired results that a group strives to achieve by working together. The main goal of most organizations is to make a profit, because profit is a key indicator of an organization. Civil Code The Russian Federation, adopted in 1995, stated that making a profit is the main goal of all commercial organizations.

Non-profit organizations (churches, charities, etc.) are likely to place more emphasis on social responsibility because... making a profit in such organizations is not the main goal.

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. The orientation determined by goals permeates all subsequent management decisions. Goals are also developed in departments of the organization; they should not contradict the goals of management and the goals of other departments.

The structure of an organization is a logical relationship between management levels and functional areas, aimed at establishing clear relationships between the individual divisions of the company, distributing rights and responsibilities between them, built in a form that allows the organization’s goals to be most effectively achieved. The structure of the enterprise reflects the separation of individual structural divisions, which are interconnected into a single whole.

Tasks are prescribed work, a series of work, or a piece of work that must be completed in a predetermined manner within a predetermined time frame.

From a certain point of view, tasks are prescribed not to the employee himself, but to his position. Based on management's decision about the structure, each position includes a number of tasks that are viewed as essential contributions to achieving the organization's goals. If a task is completed in a certain manner within a certain time frame as prescribed, the organization will perform successfully.

Technology as a factor of the internal environment has much higher value than many people think. Sociologist Charles Perrow, who has written extensively about the impact of technology on organizations and society, described technology as a means of transforming raw materials—whether people, information, or physical materials—into desired products and services.

Technology implies standardization and mechanization. The use of standard parts can significantly simplify the process, for example, production and repair.

People determine the ultimate suitability of a given technology when they make their consumer choices. Within an organization, people are an important deciding factor in determining the relative suitability of a given task and the content of operations to selected technologies. No technology can be useful and no task can be accomplished without the cooperation of people, who are the fifth internal variable.

The most important task Human resources activities are to ensure that the organization has the required number of personnel at the required level and that the personnel meet the needs of the strategy.

The relationship between internal variables in an organization is shown in Figure 1.

Figure 1 – Relationships between the components of the internal environment

There are also five groups of functional processes that cover the activities of any organization and which are the object of management control. These functional groups are:

Ø production

Ø marketing

Ø finance

Ø work with personnel

Ø Accounting

Production management is the management of product development and design, selection technological process, placement of personnel and equipment in the production process, management of the purchase of raw materials, materials, quality control, etc.

Marketing management is designed to link customer satisfaction into a single consistent process. To do this, processes and activities such as market research, advertising, pricing, creation of distribution systems, distribution of created products and sales are managed.

Financial management is about managing the process of financial flow in an organization. To achieve this, a budget is drawn up and financial plan, formation of monetary resources and their distribution, etc.

Personnel management is related to the provision of production and other areas with human resources (hiring, training, retraining), as well as payment, welfare, and terms of employment.

Account management involves managing the process of processing and analyzing financial information about the organization's work. This allows the organization to identify problems and choose better ways to carry out activities.

External control environment

The external management environment is a set of external entities and factors that actively influence the position and development prospects of the organization.

In turn, the external environment is divided into the environment of direct and indirect influence. The environment of direct influence (immediate environment) is suppliers, consumers, competitors, as well as legislation and authorities state power.

Suppliers are one of the main factors of direct impact. After all, they ensure full satisfaction of the enterprise’s needs for various resources. Let us list the main types of resources: labor, information, material, financial.

Security material resources includes such types as supplies of raw materials and semi-finished products, components, equipment and much more. Providing financial resources includes justification of the volume of necessary resources, commercial structures and financial organizations, budgets, individuals and the formation of relationships with investors. Providing quality information is one of the important elements modern organization. Such information may include information about sales markets, competitors' plans, or new product developments. And a special place for enterprise provision is occupied by labor resources, which correspond to it in structure, quantity, level vocational training, age. The priority is to attract highly qualified personnel, especially senior and middle managers.

Consumers purchase the goods and services that the organization produces. Depending on demand, consumers are divided into two categories: small and large. Depending on the attitude towards consumers, we can talk about different strategies of the organization: sell only those products that are already being produced; produce the products that the consumer needs; form your buyer, assuring him of the need to purchase exactly the products that will be produced.

Competitors traditionally fight for one or another part of the market, that is, for the sales market for products. Competitors influence the activities of the organization. The management of each enterprise must clearly understand that if it does not satisfy the needs of consumers as effectively as competitors do, the enterprise will not stay afloat for long.

Objects of competition can be labor, material and financial resources.

Laws, state and municipal authorities also have a significant impact on the organization. No matter how management views the laws, it has to adhere to them or reap the fruits of refusal to abide by the law in the form of fines or even complete cessation of activity. Organizations are required to comply with the requirements of government agencies, tax inspectorates, sanitary inspections, statistical authorities and others.

Figure 2 – Direct exposure environment

The environment of indirect influence (general external environment) includes factors such as technology, the state of the economy, as well as sociocultural, political factors, relations with the local population, and international factors.

Technology, as is easy to see, is both an internal variable and an external factor. As an external factor, it reflects the level of scientific and technological development that affects the organization, for example, in the areas of automation, information, etc.

The state of the world economy has a strong impact on a firm's goals, as well as how it achieves them. These factors include inflation rates, employment levels, international balance of payments, business lending rates and much more. Each of these factors can represent either a specific threat or a new opportunity for the organization. Economic factors must be properly assessed.

Sociocultural factors influence the formation of population demand for labor Relations, level wages and working conditions, as well as the products and services offered by the company. When organizing the activities of an enterprise, it is impossible not to take into account the cultural environment in which it occurs. Here we're talking about about the prevailing traditions and life values in society. Based this factor based on a standard of behavior.

The media, which can shape the image of a company and its products and services, is also identified as a factor in the sociocultural environment.

Political factors. Political stability in the country and in the world is of great importance for any business. The level of investment inflow, as well as other types of resources, into the region depends on this factor.

Relations with the local population are of paramount importance, because at local population There are “laws” and guidelines in relation to business and enterprises that determine where the activities of a particular organization can be developed and where not.

Previously, only those companies that exported paid attention to international factors. Now changes in the global community are affecting almost all organizations. For quite some time now, the globalization trend has been present in the world market. This means that almost all boundaries are “erased” between businesses in different countries. This contributes to the lower costs of doing business abroad, the desire to escape domestic trade restrictions, and the production and investment opportunities of other countries.

Figure 3 – Indirect impact environment

Thus, it is easy to see that the external environment consists of the entire macroenvironment, common for the subjects of management, and elements of the microenvironment.

Management Environment Analysis

Analysis is a method scientific research phenomena and processes, which is based on the study of the components and elements of the system being studied.

Accordingly, management environment analysis is a method for studying subjects and factors, identifying critical elements of the external and internal environments that influence the organization and its management. That is, analysis of the external and internal environment.

One of key roles Any management is to maintain balance in the interaction of the organization with the environment. Every organization is involved in three processes:

Ø obtaining resources from the external environment (input);

Ø transformation of resources into products (transformation);

Ø transfer of the product to the external environment (output).

Management is designed to provide a balance between input and output. As soon as this balance is disturbed in an organization, it takes the path of death. The modern market has dramatically increased the importance of the exit process in maintaining this balance. This is precisely reflected in the fact that in the structure of strategic management the first block is the environmental analysis block.

Environmental analysis is generally considered the original process of strategic management because it provides both the basis for defining the firm's mission and goals and for developing behavioral strategies that will enable the firm to achieve its goals.

The analysis of the internal control environment is carried out according to the variables of this environment, as well as functional groups of processes. Analysis of the external management environment is also carried out according to its variables.

The control environment is studied using a number of modern methods analysis. These include, in particular, the methods of PEST-, SWOT-, SNW-analysis. Based on the results of the study, it is possible to obtain answers to the following strategic questions: what is the current position of the organization? What position might the organization find itself in in the future? What obstacles may arise, and what favors the organization on the way to its goals? What opportunities need to be realized to achieve the goals? How to manage strategy implementation?

Based on the results of PEST and SWOT analysis, options for strategic development of the managed system are formed.

But in this course work, we will consider such a more common and well-known method as SWOT analysis.

Related information.

Organizational environment, what is it? The organizational environment is the elements and factors that surround any organization and influence the processes that take place in it. How diverse are they? Here we can draw a parallel with astronomy; there are as many factors as there are stars in the sky. And although this is a figurative comparison, there is some truth in it, the factors are diverse, and the level and degree of their influence is different, and therefore there are a lot of them that can be identified.

In management theory, it is customary to subdivide the organization's environment. In this case, the division is carried out, as a rule, into two structural parts. These are the internal environment of the organization and the external environment. Given their name, these two environments are distinguished from each other as input and output or as up and down. IN general view organizational environment looks like a multi-layer cake.

The immediate and distant environment represent the external environment of the organization. Next, we will examine in more detail the elements of the organizational environment.

Internal environment

Internal environment are elements or factors that are located within an organization. Here it is worth talking about the relationship between the concept of internal environment and management. It is the system that consists of parts that are interconnected. In the same way, internal variables interact with each other and enable or disable the organization to operate effectively.
The main elements of the internal environment are the actual subsystems within the organization. When selecting elements, you can use two approaches. General theoretical or classical and technological or administrative.
Technologically, any organization consists of a number of internal elements, which Henri Fayol spoke about. Based on their activities, we can tell them that elements of the internal environment include:

• production subsystem;
• commercial subsystem;
• accounting subsystem;
• security subsystem;
• control subsystem.

In this approach, it is possible to identify elements of the internal environment by departments that exist in the organization - personnel, economics, sales, production, and so on.
A more common approach identifies five main elements of the internal environment. It is believed that internal variables are inextricably interrelated. This relationship can be represented schematically.

Inextricable relationship between the internal variables of the organization

Let us briefly characterize the listed elements of the internal environment.
Goals - this is the basis of any organization, it is the basis of all management, organizations are created for purposes.
People - this is the second basic basis of an organization; without a person there is no action even with very good goals.
Structure - this is a kind of frame or skeleton of the organization, it puts everything and everyone in their place.
Tasks - they say who should do what in the organization.
Technology is the process of work, the way an organization operates and makes products or provides services.
Thus, all variables influence the performance of the entire organization. In addition, even if one variable is missing, then the organization will no longer exist; this is an inextricable relationship between the internal variables of the organization. There are no people, no one to work with, no goals, nothing to work for, no task, no one knows who is doing what, and so on.

External environment

The external environment, or as it is often called, the business environment, is located outside the organization. This environment is very diverse and has a significant impact on the activities of all organizations. This influence can be both positive and negative.
For example, the introduction of a food embargo in Russia had a negative impact on the activities of retail chains, especially large ones; they had to look for new supply channels and new products within the country. At the same time, this is a positive fact for domestic producers, since they can sell their products in larger volumes without experiencing competition with foreign manufacturers, primarily European ones.
The level and degree of influence also varies. If a competitor offered the new kind products, then the organization can respond in kind. But if there is an economic crisis, then there is nothing to oppose; it will be tedious to adapt. Such differences led to the emergence of two elements of the external environment - direct impact environments and indirect impact environments .
Schematically, the external environment can be represented as follows.

Direct exposure environment - these are factors in the immediate vicinity of the organization that influence it directly, but the organization also influences such factors. We get the mutual influence of the factor on the organization and the organization on the factor.
Elements of the external environment of the organization of direct impact:
- competitors – offer similar products, distract our potential consumers, offer them more interesting products;
— consumers – those who bring us the main profit buy our products, but may also leave the organization following competitors;
—suppliers– enable the organization to work by providing the necessary materials, but they may not provide it, and then the organization will have difficulties; infrastructure organizations are also included as suppliers;
— labor resources – the most unique factor, present both in the internal and external environment, in this case these are those who can come to the organization, influence the level of qualifications or, conversely, the lack thereof, improving or worsening the efficiency of the company;
— laws and government regulatory and control bodies – establish the rules of the game for all organizations, oblige them to comply with them and punish for non-compliance with the law.

Indirect Impact Environment - these are macro factors that influence the activities of organizations, not always immediately, but the organizations themselves cannot oppose anything to them. The indirect environment forces the organization to play by the rules of the environment. An organization can anticipate and prepare for, or already adapt to, change. Well, if it doesn’t work out, it means that the organization will be destroyed.

The main elements of the indirect influence environment and their impact on the organization:
— economic environment – influence of economic processes
— political environment - influence political processes and transformations
— scientific and technical environment – the impact of new technologies and innovations
- sociocultural environment – influence of society, fashion in society, cultural structure
- natural environment – influence of various natural factors and man-made
- international environment – the impact of events occurring in the life of the world community.

In total, we can conclude that the external environment of an organization has a serious impact on all processes occurring in the life of any organization. Modern management talks about the need to constantly and systematically collect and analyze data about the external environment.
The process of collecting information about the environment and especially analyzing it for modern management is extremely important, all this provides the field for further management procedures and actions.

ENVIRONMENTAL MANAGEMENT SYSTEM
Part common system administrative management, which includes the organizational structure, planning, responsibilities, methods, procedures, processes and resources necessary for the development, implementation, implementation, analysis and maintenance of environmental policy (GOST R ISO 14050.)

• - comparison of the obtained data on the state of the environment with established criteria and norms of technogenic impact or background parameters in order to assess their compliance...
• - a system of measures that ensure the determination of parameters characterizing the state of the environment, its individual elements, types of technogenic impact, as well as what is happening in the environment...

  Civil protection. Conceptual and terminological dictionary

• Ecological dictionary

• - a systematic and documented process for reviewing objectively obtained and evaluated audit data to determine the adequacy of the environmental management system...

  Ecological dictionary

• - systematic monitoring of the state and changes in environmentally, medical-biologically and socio-psychologically important components of the environment: water and air quality, radiation,...

  Ecological dictionary

• - systematic protection and transformation of the environment in the interests of humans, but without destroying the mechanisms of self-development of nature itself...

  Ecological dictionary

• - the measurable results of an environmental management system related to an organization's control of environmental aspects based on its environmental policy, as well as...

  Ecological dictionary

• - a systematic and documented process of reviewing, objectively obtained and evaluating audit data to determine the conformity of the environmental management system adopted in...
• - assessment of the state of the environment in order to identify the main defining parameters and safety criteria that characterize this state and allow us to systematize and generalize the actual...

  Glossary of emergency terms

• - A systematic and documented process for reviewing objectively obtained and evaluated audit data to determine whether the organization's environmental management system...

  Dictionary of business terms

• - A systematic, documented process for reviewing objectively obtained and assessed data to determine whether an organization's environmental management system meets the audit criteria of such...

  Dictionary of business terms

• - comparison of the obtained data on the state of the environment with established criteria and norms of technogenic impact or background parameters in order to assess their compliance. See. also: ...

  Financial Dictionary

• - a system of measures to ensure the determination of parameters characterizing the state of the environment, its individual elements, and types of technogenic impact. See. also: Observations  ...

  Financial Dictionary

• - ".....

  Official terminology

• - adj., number of synonyms: 3 isolated deprived of contact with the environment isolated...

  Synonym dictionary

• - adj., number of synonyms: 3 isolated, deprived of connection with the environment, isolated...

  Synonym dictionary

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Control system

From the book Big Soviet Encyclopedia(SI) of the author TSB

8. Palace-patrimonial management system. Feeding system

From the book History of State and Law of Russia author Pashkevich Dmitry

8. Palace-patrimonial management system. Feeding system The expansion of the territory of the state and the complication of its activities led to the gradual withering away of the palace-patrimonial system and the emergence of a new administrative management. The management system was divided into

15. Palace-patrimonial management system. Feeding system

author

15. Palace-patrimonial management system. Feeding system The palace-patrimonial control system refers to the division of government bodies depending on the territory. Under this management system, the governing bodies in the palace were also

29. Mandatory management system and the system of local self-government during the period of the estate-representative monarchy

From the book Cheat Sheet on the History of State and Law of Russia author Dudkina Lyudmila Vladimirovna

29. Order management system and system local government during the period of the estate-representative monarchy, Orders are bodies of the centralized management system, which initially developed from individual and temporary government orders issued

Chapter II. FUNDAMENTALS OF ENVIRONMENTAL MANAGEMENT

From the book Legal foundations of forensic medicine and forensic psychiatry in the Russian Federation: Collection of normative legal acts author author unknown

Chapter II. FUNDAMENTALS OF MANAGEMENT IN THE FIELD OF ENVIRONMENTAL PROTECTION ARTICLE 5. Powers of state authorities of the Russian Federation in the field of relations related to environmental protection To the powers of state authorities of the Russian Federation in the field

CHAPTER EIGHT talks about fat people who come to the bathhouse to lose weight, and that the bathhouse helps save them from the flu. The reader learns how the Japanese avoid colds and what balance with the environment is

From the book Generous Heat. Essays on the Russian bathhouse and its close and distant relatives (2nd edition) author Galitsky Alexey Vasilievich

CHAPTER EIGHT talks about fat people who come to the bathhouse to lose weight, and that the bathhouse helps save them from the flu. The reader will learn how the Japanese avoid colds and what balance with the environment is. What is narrower than the waist... From the mouths of athletes and coaches, we have already

ENVIRONMENTAL MONITORING

From the book The Wind Book for Rifle Shooters by Keith Cunningham

OBSERVATION OF THE ENVIRONMENT There are other observation points on the range that can be very useful. One of the most commonly used indicators is the movement of grass, bushes and trees; there are translation tables for normal vegetation behavior

From book Serious conversation about responsibility [What to do with disappointed expectations, broken promises and inappropriate behavior] author Patterson Kerry

Source 5: Environmental Motivation How does all this motivate us? Quite simple. For example, we know that people are motivated by money and the benefits they can receive. Imagine what will happen if you spend money on conflicting goals. For example, managers

2.1. Apollo rocket control system. General characteristics of the control system

From the book Manned Flights to the Moon author Shuneyko Ivan Ivanovich

2.1. Apollo rocket control system. general characteristics control systems All 3 compartments of the Apollo spacecraft - the command compartment, the service compartment and the lunar ship - have independent reactive control systems (Fig. 21.1). Rice. 21.1. Apollo spacecraft: 1 – lunar spacecraft; 2 –