Analysis of the external environment of the enterprise

First of all, it should be noted that the strategy of Pharmakor LLC can be characterized as a company development strategy. It is necessary to analyze the external environment of Pharmakor LLC to assess possible options for optimizing the strategy. Environmental analysis is the process by which strategic planners monitor factors external to the organization to determine opportunities and threats to the firm. Environmental analysis is a very important and complex process for developing an organization's strategy, requiring careful monitoring of processes occurring in the environment, assessment and establishment of connections between factors, strengths and weaknesses of the organization, as well as opportunities and threats that exist in the external environment.

The threats and opportunities of the indirect impact environment that the organization faces can be divided into PEST factors:

P - political factors.

E - economic forces. It is necessary to constantly diagnose and evaluate such economic environmental factors as inflation rates, ruble stability and tax rates.

S - social factors. These include changing expectations, attitudes and mores of society.

T - technological factors. It is necessary to constantly monitor changes in the technological external environment. Analysis of this environment can take into account changes in production technology, the use of computers in the design and provision of goods and services.

Using the method of profiling the macroenvironment and the immediate environment, it is possible to assess the relative importance of individual environmental factors for the organization. Individual environmental factors are included in the external environment profile matrix, each of which is given the following assessments by experts:

• importance for the industry on a scale:
  • 3-large, 2-moderate, 1-weak;
• · impact on the organization on a scale:
  • 3-strong, 2-moderate, 1-weak, 0-no influence;
• · direction of influence on the scale:

1-positive, -1-negative.

Next, all three expert assessments are multiplied and an overall integral assessment is obtained, showing the degree of importance of a particular factor for the organization. Based on this assessment, company management can conclude which environmental factors are relatively more important for the organization and, therefore, deserve the most serious attention.

Table 6 External environment profile matrix for Pharmakor LLC

The process of choosing a strategy for Pharmakor LLC, as one of the stages of strategic planning, consists of the stages of development, refinement and analysis (evaluation). At the first stage, strategies are created to achieve the goals. It is important here to develop possible larger number alternative strategies. At the second stage, strategies are refined to the level of adequacy to the organization’s development goals in all their diversity and a general strategy is formed. In the third, alternatives are analyzed within the framework of the overall chosen general strategy of the company and assessed according to the degree of suitability for achieving its main goals. At this stage, the general strategy is filled with specific content.

When analyzing the microenvironment of Pharmakor LLC, you should also study its competitors. There are two organizations in the city with the same type of activity as Pharmakor LLC, whose average monthly gross sales volume is approximately 1,000,000 rubles, which is 15-16% compared to the volume of Pharmakor LLC. The main advantage of the organization is the availability of a vast territory of premises; for companies selling pharmaceutical products, this factor is of particular importance, since the products are voluminous and require a lot of space in the warehouse. But with regards to branches, this process is still in the processing stage, since it is quite difficult for management to assess this point due to the remoteness of cities from the head office.

An assessment of a company's internal environment - its strengths and weaknesses, as well as external opportunities and threats - is usually called SWOT analysis. SWOT analysis is the identification of the strengths and weaknesses of your enterprise, as well as the opportunities and threats emanating from its immediate environment (external environment).

We will conduct a SWOT analysis of Pharmakor LLC, compiling a list of the company’s weaknesses, strengths, threats and opportunities.

Strengths:

• · Availability of branches - work with suppliers throughout Russia
• · Proximity to Moscow - knowledge of main trends, exhibitions
• · Relatively low fixed costs- work with greater profitability
• · Extensive work experience - avoiding mistakes
• · 1C version 8 - better planning, reporting and control of work
• · Ambitious team - desire to improve work

Weak sides:

· Lack of space for further growth - search

According to 2008 data, the area of ​​the premises is 1600 square meters. m.

· Lack of planning of logistics costs - debugging new work

According to 2008 data, transport costs amounted to 3,000,000 rubles, which is 20% of gross profit.

• · Weak control over the work of branches - prescribing procedures.
• · Lack of strategy, general vision of the medical goods market - creation of a strategy
• · Lack of a financial plan - creating a financial plan
• · Large illiquid assets - disposal

According to 2008 data, the monthly volume of illiquid assets amounted to 1,300,000 rubles.

· Personnel “hunger” - employee training.

Possibilities:

• · Increasing branches - increasing sales volumes, monthly growth by 10-15% - 150,000-200,000 rubles, by attracting new customers; receiving better conditions from suppliers, increase in deferred payment, accounts payable, price reduction
• · Entering neighboring areas, deeper market penetration - increasing sales volumes by 5-10%
• · Increasing requirements for packaging quality - using more expensive advertising, offering additional services to customers.
• · Localization of production of medical products - working with local suppliers offering lower prices

· Entry into the regions of large Moscow and expansion of regional suppliers - debugging common system work, compliance with the requirements of all-Russian companies

When developing strategies, you should remember that opportunities and threats can turn into their opposites. Thus, an untapped opportunity can become a threat if a competitor exploits it. Thus, Pharmakor LLC needs a strategy where the internal strengths and external capabilities of the enterprise will be increased, and where the internal weaknesses of the company should be reduced and, if possible, softened Negative influence external threats.

Seminar No. 2

Topic: Organizational aspects of management. Internal and external environment of a pharmaceutical organization.

Questions:

1. 
   Define “external environment of a pharmaceutical organization”

The external environment in which an organization has to operate is in constant motion and subject to change. One of the most important components of an organization's success is its ability to respond and cope with these changes in the external environment. An organization's external environment includes elements such as customers, competitors, government agencies, suppliers, financial institutions, and labor sources.

1. 
   What is the external environment of a pharmaceutical organization divided into?

External environment of indirect influence– includes political factors, i.e. change legislative framework, economic factors, level of technology, etc. Indirect impact environment refers to factors that may not have a direct immediate impact on the organization's operations, but nevertheless affect them.

External environment of direct influence- these are competitors, suppliers, consumers, i.e. those objects on whose action the profit of a pharmacy organization directly depends. The direct impact environment includes factors that directly affect the organization's operations and are directly affected by the organization's operations.

1. 
   How would you imagine the relationship between the external and internal environment of a pharmaceutical organization?

Given the diversity and variability outside world, managers must limit consideration of the external environment to only those aspects on which the success of the organization largely depends. One way to identify and take into account factors that influence an organization is to divide them into two groups: direct influence factors and indirect influence factors. One of the most important factors direct influence are suppliers.

There are suppliers of materials and finished products, capital and labor resources. The multifaceted activities of pharmaceutical organizations also require relationships with suppliers of various auxiliary materials, electricity, heat, water, packaging materials, equipment, marketing, consulting, utilities and transport services.

The growth and development of a pharmaceutical organization also depends on the suppliers of capital or financial resources. These include banks, insurance companies, shareholders, investment funds, and sponsors.

To implement tasks related to achieving the goals of the organization, qualified specialists of various profiles are needed. Without personnel capable of skillfully using complex technology, capital and materials, it is impossible to resolve the issue of enterprise profitability. Currently, there have been changes in the formation of labor resources, the labor market and the structure of positions in pharmaceutical organizations have expanded.

The survival and existence of an organization depends on its ability to find consumers of the results of its activities and satisfy their needs. Consumers, deciding what goods and services they want and at what price, determine the organization's program of activities. Thus, the need to satisfy consumer needs influences the organization’s interaction with suppliers of materials and labor resources. Customers, as an external factor, influence almost all other variables of the organization. Pharmacy companies different forms property of the Russian Federation have their own circle of consumers, which include treatment, preventive and health institutions, outpatient and inpatient patients, organizations and non-medical institutions.

1. 
   What methods exist for analyzing the external environment?

PEST analysis or STEP analysis

This method is intended to identify political (Political), economic (Economic), social (Social) and technological (Technological) aspects of the external environment, which to a greater or lesser extent influence the activities and efficiency of any commercial organization, including a pharmacy. The analysis is performed according to the “factor - pharmacy” scheme. The results of the analysis are presented in the form of a “matrix”, the subject of which is the factors of the macroenvironment, the predicate is the strength of their influence, assessed in points, ranks and other units of measurement.

The second most common method for analyzing the influence of environmental factors in modern entrepreneurship is "Porter's Five Forces Analysis" . “Porter's Five Forces Analysis” includes three forces of “horizontal” competition: the threat of the emergence of substitute products (online pharmacies), the threat of the emergence of new players, the level of competition; and the two forces of “vertical” competition: the bargaining power of suppliers and the bargaining power of consumers. This analysis is used in a qualitative assessment of a company's strategic position in the industry and is most interesting in the area of ​​planning the opening or expansion of a company in a competitor's territory. The applicability of the analysis requires the following conditions:

Buyers, competitors and suppliers are not connected, interact or collude;

SWOT analysis - this is the determination of the strengths and weaknesses of the organization, as well as the opportunities and threats emanating from its immediate environment (external environment). The use of SWOT analysis will allow you to systematize all available information and more clearly imagine the advantages and disadvantages of the organization, will allow you to choose the optimal development path, avoid dangers and make the most efficient use of available resources.

1. 
   What is meant by government regulation of the activities of a pharmaceutical organization?

Pharmaceutical activities in most countries are among the most government-regulated activities. Ministry of Health and Social Development Russian Federation is the federal body responsible for implementing state policy in the field of protecting the health of Russian citizens and ensuring the sanitary and epidemiological well-being of the population. Subjects of the Federation have the right to develop within their competence regulations, which do not reduce the requirements established by federal ones. State authorities regulate the activities of a pharmaceutical organization through a licensing mechanism. The licensing system provides only effective opportunity impact on a pharmaceutical organization.

The regulatory function of the state in the field of sales of medicines is the establishment of fixed markups. Assortment policy is subject to state regulation, as a rule, in three directions: the formation of formulary lists; compilation of lists of drugs dispensed under free and reduced-price prescriptions; mandatory assortment of pharmacies.

Examples of technological factors:

• R&D Trends
• New medications, parapharmaceutical products, etc.
• Technology development

Indicators of the external environment are the following categories:

Environmental fluidity is the speed with which changes occur in an organization's environment. The external environment around pharmaceutical companies is particularly fluid. Given the complexity of operating an organization in a highly mobile environment, manufacturers, wholesalers, pharmacies, or their structural units must rely on a variety of information to make effective decisions regarding their internal variables.

Given the diversity and variability of the external world, managers must limit consideration of the external environment to only those aspects on which the success of the organization largely depends. One way to identify and take into account factors that influence an organization is to divide them into two groups: direct influence factors and indirect influence factors. One of the most important direct influence factors is suppliers.

There are suppliers of materials and finished products, capital and labor resources. The multifaceted activities of pharmaceutical organizations also require relationships with suppliers of various auxiliary materials, electricity, heat, water, packaging materials, equipment, marketing, consulting, utilities and transport services.

The growth and development of a pharmaceutical organization also depends on suppliers of capital or financial resources. These include banks, insurance companies, shareholders, investment funds, and sponsors.

To implement tasks related to achieving the goals of the organization, qualified specialists of various profiles are needed. Without personnel capable of skillfully using complex technology, capital and materials, it is impossible to resolve the issue of enterprise profitability. Currently, there have been changes in the formation of labor resources, the labor market and the structure of positions in pharmaceutical organizations have expanded.

The survival and existence of an organization depends on its ability to find consumers of the results of its activities and satisfy their needs. Consumers, deciding which goods and services they want and at what price, determine the organization's program of activities. Thus, the need to satisfy consumer needs influences the organization’s interaction with suppliers of materials and labor resources. Customers, as an external factor, influence almost all other variables of the organization. Pharmacy enterprises of various forms of ownership in the Russian Federation have their own circle of consumers, which include medical, preventive and health institutions, outpatient and inpatient patients, organizations and non-medical institutions.

2.2. Analysis of elements of the external environment

The external environment analysis diagram is shown in Fig. 2.

Rice. 2. Analysis of the external environment

Once corporate objectives and corporate policies are established, the development of operational marketing objectives begins, covering the same points as corporate objectives: profit, profitability, market share, etc. As with strategic planning, the work begins with market analysis.

Market analysis is carried out in two main areas:

1. Environmental analysis

2. Competitor analysis

The environmental analysis must take into account various characteristics of the health care system:

• General health budget
• Price control system
• Permissive and restrictive lists
• Encouraging competition
• Social insurance system
• Co-payment system for drugs
• Pharmaceutical protocol system
• New entrants into the pharmaceutical sector (care management organizations, pharmacy benefit management organizations, private insurance systems)
• Socio-cultural level of consumers.
• Political situation
• Centralized social actions of the municipality, etc.

The model of the influence of the external environment on the organization is presented in Appendix 2.

2.3. Methods for analyzing the external environment

The following methods of analyzing the external environment are distinguished:

PEST analysis or STEP analysis is designed to identify political (Political), economic (Economic), social (Social) and technological (Technological) aspects of the external environment, which to a greater or lesser extent affect the activities and efficiency of any commercial organization, including including a pharmacy.

The political situation is being studied, and is currently quite active. The direction of social and economic programs with the establishment of mandatory priorities depends on political decisions and trends. The influence of this environmental factor is clearly visible on the functioning of large companies, while at the same time in this case Pharmacy organizations are fully experiencing the influence of this factor (the introduction of a list of vital and essential medicines (VED), etc.).

The main reason for studying the economic situation is to create a picture of the distribution of finances at the state level. Equally important consumer preferences are determined using the social component of PEST analysis.

The last factor is the technology component. The purpose of his research is considered to be to identify trends in technological development, which are often the causes of changes and losses in the market, as well as the emergence of new products and technologies for their implementation.

The analysis is performed according to the “factor - pharmacy” scheme. The results of the analysis are presented in the form of a “matrix”, the subject of which is the factors of the macroenvironment, the predicate is the strength of their influence, assessed in points, ranks and other units of measurement.

A version of PEST analysis is PESTLE analysis, it is extended by two factors (Legal and Environmental). Sometimes other formats are used, for example, SLEPT analysis (plus Legal factor) or STEEPLE analysis, which includes: socio-demographic, technological, economic, environmental factors (natural), political, legal and ethnic factors.

Porter five forces analysis is the second most common method for analyzing the influence of environmental factors in modern entrepreneurship. A technique for analyzing industries and developing business strategy, developed by Michael Porter at Harvard Business School in 1979. Porter's five forces analysis includes three forces of "horizontal" competition:

• the threat of the emergence of substitute products (online pharmacies), the threat of the emergence of new players, the level of competition;
• two forces of “vertical” competition: the bargaining power of suppliers and the bargaining power of consumers.

This analysis is used in a qualitative assessment of a company's strategic position in the industry and is most interesting in the area of ​​planning the opening or expansion of a company in a competitor's territory. The applicability of the analysis requires the following conditions: buyers, competitors and suppliers are not connected, do not interact or collude.

As a result of the analysis, the attractiveness of doing business in a given industry is revealed; in this context, attractiveness means the profitability of the industry. An “unattractive” industry is one in which a combination of forces reduces profitability. The most “unattractive” industry is one that approaches perfect competition.

As stated above, this analysis is used in a qualitative assessment of the company’s strategic position in the industry and is most interesting in the area of ​​planning the opening or expansion of a company in a competitor’s territory. However, for most, this technique is only a starting point in the list of tools or techniques that they can use. Like all generalizing techniques, analysis that does not take into account exceptions and particulars is considered simplistic. The model is not intended to be used for a group of industries or for any part of a single industry. A company that does business in one industry must develop at least one “Porter's Five Forces Analysis” for that industry.

A schematic representation of Porter's five forces is shown in Fig. 3.

Rice. 3. Schematic representation of Porter's five forces

SWOT analysis is the identification of the strengths and weaknesses of an organization, as well as the opportunities and threats emanating from its immediate environment (external environment). The use of SWOT analysis will allow you to systematize all available information and more clearly imagine the advantages and disadvantages of the organization, will allow you to choose the optimal development path, avoid dangers and make the most efficient use of available resources.

2.4. Factors of direct and indirect influence of a pharmaceutical organization

Given the diversity and variability of the external world, managers must limit consideration of the external environment to only those aspects on which the success of the organization largely depends.

One way to identify and take into account factors that influence an organization is to divide them into two groups: direct influence factors and indirect influence factors.

Factors of direct influence

One of the most important direct influence factors is suppliers. There are suppliers of materials and finished products, capital and labor resources.

Domestic suppliers of medicines and medical products to the pharmaceutical market of the Russian Federation are pharmaceutical enterprises, pharmaceutical factories, as well as enterprises and associations of medical equipment, glass and plastics, etc.

In addition, over 700 foreign companies - suppliers of pharmaceutical products - operate in the pharmaceutical market of the Russian Federation. Decentralization of supplies contributed to a significant expansion of the network of pharmaceutical suppliers.

The multifaceted activities of pharmaceutical organizations also require relationships with suppliers of various auxiliary materials, electricity, heat, water, packaging materials, equipment, marketing, consulting, utilities and transport services.

The growth and development of a pharmaceutical organization also depends on suppliers of capital or financial resources. These include banks, insurance companies, shareholders, investment funds, and sponsors. To implement tasks related to achieving the goals of the organization, qualified specialists of various profiles are needed.

Without personnel capable of skillfully using complex technology, capital and materials, it is impossible to resolve the issue of enterprise profitability. Today we need talented managers, economists, programmers, information system developers, etc.

Currently, there have been changes in the formation of labor resources, the labor market and the structure of positions in pharmaceutical organizations have expanded.

In the conditions of market relations, the state is required to carry out an active social policy: providing social benefits to young professionals, defining basic social guarantees, mechanisms for their implementation and the function of providing social support to persons who are released during the restructuring of enterprises.

The survival and existence of an organization depends on its ability to find consumers of the results of its activities and satisfy their needs.

Consumers, deciding which goods and services they want and at what price, determine the organization's program of activities. Thus, the need to satisfy consumer needs influences the organization’s interaction with suppliers of materials and labor resources. Customers, as an external factor, influence almost all other variables of the organization.

With the development of the pharmaceutical market, the structure of consumer organizations of pharmaceutical enterprises has changed. Among them are wholesale and intermediary companies, pharmacy warehouses and bases, economic wholesale and retail associations (utility enterprises, joint stock companies, holdings, concerns, corporations, etc.), individual pharmacy enterprises, medical institutions, etc. At the same time, the advantages of marketing pharmaceutical products through wholesale structures are and should be preserved.

The characteristics of consumer organizations of products of foreign pharmaceutical companies confirm this. In the UK, 80% of all medicines are sold through wholesalers, in Sweden - wholesale sales through the state warehouse account for 80% of medicines and through the private sector - 20%, in the USA wholesalers account for 50%, pharmacies - 27%, medical institutions - 12%, government organizations - 8%, private practitioners - 3%.

Pharmacy enterprises of various forms of ownership in the Russian Federation have their own circle of consumers, which include medical, preventive and health institutions, outpatient and inpatient patients, organizations and non-medical institutions.

The direct impact environment is presented in Appendix 3.

Factors of indirect influence

No less important factors of direct influence are laws and government bodies. Each organization has its own legal status, which determines the procedure for its activities, types and amounts of taxes transferred. But the actual management mechanism in an organization is determined by the knowledge and correct use of laws in specific conditions and at different levels of management. Taking into account the operation of objective laws, strategies and tactics for managing an organization are developed, which are based on the compliance of a law or a set of laws in their interrelation.

Short description

Purpose of the work: to study the external environment of a pharmaceutical organization.
To achieve this goal, the following tasks were solved:
1. Conduct theoretical analysis data on the problems of the external environment of a pharmaceutical organization
2. Characterize the external environment and classify the external environment
3. Consider the external environment of the pharmaceutical organization,
functions tax system Russian Federation
5. Consider state regulation of the activities of a pharmaceutical organization

Content

Introduction 4
Chapter 1. External environment of the enterprise 6
1.1. general characteristics external environment 6
1.2. Classification of the external environment 8
Chapter 2. External environment of a pharmaceutical organization 10
2.1. General characteristics of the external environment of a pharmaceutical organization 10
2.2. Analysis of elements of the external environment 14
2.3. Methods for analyzing the external environment 15
2.4. Factors of direct and indirect influence of a pharmaceutical organization 19
Chapter 3. State regulation of the activities of a pharmaceutical organization 22
3.1. Government regulatory bodies 22
3.2. State regulation of the activities of a pharmaceutical organization 23
Conclusion 25
References 27
Appendix 1 28
Appendix 2 29

An organization is a group of people whose activities are coordinated to achieve common goals.

The external environment of an organization is the conditions and factors that arise independently of its activities and have a significant impact on it. External factors are divided into:

1. direct exposure environment;

2. environment of indirect influence.

The direct impact environment is the 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 with 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 operate by providing necessary materials, but they may not provide it, and then the organization will have difficulties; suppliers also include infrastructure organizations;

· labor resources are 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.

The environment of indirect influence is macro factors that influence the activities of organizations, not always immediately, but the organizations themselves cannot do anything to oppose 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 – ​​the influence of economic processes;

· political environment – ​​influence political processes and transformations;

· scientific and technical environment – ​​the influence of new technologies and innovations;

· sociocultural environment - the influence of society, fashion in society, cultural structure;

· natural environment – ​​the influence of various natural and man-made factors;

· international environment – ​​the influence 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 speaks of 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.

The internal environment of an organization is the environment that determines the technical and organizational operating conditions of the organization and is the result of management decisions.

The internal environment of an organization is formed depending on its mission and goals, which, in turn, are largely determined by the external environment. The internal environment of an organization can be considered from a static point of view, highlighting the composition of its elements and structure, and from a dynamic point of view, i.e. from the point of view of the processes occurring in it. It includes all the main elements and subsystems that ensure the process of production of goods and services, the management process, which consists of the development and implementation of management decisions, as well as social, economic and other processes that occur in the organization.

The internal environment includes:

· goals of the organization;

· structure of the organization (both formal and informal);

· people working in the organization;

· technologies used as methods of processing raw materials and obtaining specific products;

· management tasks;

· organizational culture.

All internal processes in an organization occur within the organizational structure. The organizational structure assigns tasks, management functions, rights and responsibilities to each structural unit.

The process of forming an organizational structure includes the formulation of goals and objectives, determination of the composition and location of departments, their resource provision (including the number of employees), the development of regulatory procedures, documents, regulations that consolidate and regulate the forms, methods, processes that are carried out in organizational system management.

The formation of a general structural diagram in all cases is of fundamental importance, since this determines the main characteristics of the organization, as well as the directions along which a more in-depth design of both the organizational structure and other important aspects of the system should be carried out.

The development of the composition of the main divisions and the connections between them is that it provides for the implementation of organizational decisions not only as a whole for large linear-functional and program-targeted blocks, but also down to the independent (basic) divisions of the management apparatus, the distribution of specific tasks between them and building intra-organizational connections. Basic units are understood as independent structural units (departments, bureaus, administrations, sectors, laboratories), into which linear-functional and program-targeted subsystems are organizationally divided. Basic units may have their own internal structure.

Regulation of the organizational structure - provides for the development quantitative characteristics management apparatus and management procedures. It includes: determining the composition of the internal elements of basic units (bureaus, groups and positions); determination of the design number of units; distribution of tasks and work among specific performers; establishing responsibility for their implementation; development of procedures for performing management work in departments; calculations of management costs and performance indicators of the management apparatus in the conditions of the designed organizational structure.

6. Planning function in management. In-house planning of the activities of a pharmaceutical organization: essence, functions, stages.

Planning as a management function provides the basis for other functions and is considered the most important of them.

Planning as a management function is the process of developing goals, activities and indicators for the development of the entire organization and its structural divisions, determining the means (resources), timing and sequence of their implementation. This is a set of works on analyzing situations and facts of the external environment, forecasting, optimizing and evaluating alternative options for achieving goals, choosing the best plan. This is the formation and selection of the organization's policies and strategies.

There are strategic, tactical and operational planning.

Strategic planning solves problems tomorrow and is built for the long term. Such a plan increases confidence in the future.

Tactical planning solves current problems and determines intermediate goals on the way to achieving strategic goals and objectives.

Operational plans include a description specific works, the implementation of which ensures the achievement of the general and main goals of the organization.

Planning is always guided by past data, but seeks to determine and control the development of the organization in the future. Therefore, the reliability of planning depends on the accuracy of actual past performance. It is impossible to ensure this accuracy without accurate accounting and an extensive statistical base obtained through management accounting.

Thus, planning makes it possible to take into account as much as possible all internal and external factors that provide optimal conditions for the development of the organization. Being the basis for the effective operation of an organization, planning performs the following functions:

1. promotes the rational use of limited resources;

2. establishes optimal indicators of economic activity with subsequent monitoring of their dynamics;

3. identifies strengths and weaknesses of activities;

4. influences the degree of adaptation of the organization to changes in the external and internal environment;

5. coordinates the goals and objectives of the enterprise and its individual divisions;

6. improves coordination of performers’ actions.

The planning process includes the following stages:

1. Organizational stage of planning (definition of final and intermediate goals, setting tasks, the solution of which is necessary to achieve the goals).

2. Analytical stage of planning (analysis of external and internal conditions and resources to complete the assigned tasks);

3. Forecast planning stage (determining methods for planning target indicators);

4. Control stage of planning (monitoring the progress of the plan and its adjustment).

7. Function of the organization in management. Types of organizational structures, selection criteria. Organizational and legal forms of ownership of organizations: procedure for establishment and registration.

An important function of management is the function of organization, which is to establish permanent and temporary relationships between all divisions of the company, determine the order and conditions for the functioning of companies. Organization as a process is a function of coordinating many tasks.

This is, first of all, determining the type of management structure, the composition and number of units at management levels, the number of administrative and managerial personnel, determining the nature of the subordination between organizational units, and calculating the costs of maintaining the management apparatus. Management functions are established for each structural unit, information flows, relationships and document flow, powers, responsibilities and rights of departments and specific employees.

The function of the organization is implemented in two ways: through administrative and organizational management and through operational management.

Administrative and organizational management involves determining the structure of the company, establishing relationships and distributing functions between all divisions, granting rights and establishing responsibilities between employees of the management apparatus.

Operational management ensures the functioning of the company in accordance with the approved plan. It consists of periodic or continuous comparison of the actual results obtained with the results planned by the plan, and their subsequent adjustment. Operational management is closely related to current planning.

Department of Pharmacology and Biopharmacy FUV

Section 1 “Pharmaceutical Management”
Seminar No. 2
Subject: Organizational aspects of management. Internal and external environment of a pharmaceutical organization.
Purpose of the seminar: provide basic knowledge on the topic “Organizational aspects of management. Internal and external environment of a pharmaceutical organization": general and basic concepts.
Plan:

External environment of a pharmaceutical organization

Environment of direct and indirect influence.

State regulation of the activities of a pharmaceutical organization.
1. Define “external environment of a pharmaceutical organization”

2. What is the external environment of a pharmaceutical organization divided into?

An organization interacts with the external environment, must adapt to changes in it in order to function normally, and as such must be considered an “open system”. An open system depends on energy, information, materials that come from the external environment. Any organization is an open system, as it always depends on the external environment.

The external environment includes: economic conditions in a given country, government regulations, trade unions, competing organizations, consumers, and public views, equipment and technology in general.

The classification of environmental factors due to their diversity is quite different and can be based on various principles. But management has accepted, and most adhere to it, a classification into factors of direct and indirect impact. In the environment of direct influence there are: suppliers, laws and government bodies, consumers and competitors.

The direct impact environment includes factors that directly affect the organization’s activities:

A) Suppliers. The dependence between the organization and the network of suppliers providing the input of these resources is one of the most bright examples direct impact of the environment on the organization and the success of its activities. Obtaining resources from other countries may be more profitable in terms of price, quality or quantity. Capital providers are mainly banks, shareholders and individuals. The better a given organization is doing, the more likely it is to receive a loan on preferential terms from capital providers.

b) Labor resources. Without people who can effectively use complex technology, capital and materials, all of the above is of little use. The development of a number of industries is currently hampered by a lack of necessary specialists. This applies to virtually every sector of the computer industry, and this is especially true for firms that need highly skilled technicians, experienced programmers and system developers.

c) Legislation. Organizations are required to comply not only with federal but also regional laws. State bodies ensure the enforcement of laws in their area of ​​competence. In a predominantly private economy, the interaction between buyers and sellers of every input and every output is subject to numerous legal restrictions. Every organization has a specific legal status, whether it is a sole proprietor, a company, a corporation or a non-profit corporation, and this is what determines how the organization can conduct its affairs and what taxes it must pay.

d) Consumers. Consumers decide what goods and services are desirable for them, that is, they determine the directions and opportunities for growth of the organization. IN market economy The principle applies: “The consumer is the king of the market.” The analysis of consumers, as components of the immediate environment of the organization, first of all has as its task the compilation of a profile of those who buy the product sold by the organization. Studying customers allows an organization to better understand which product will be most accepted by customers, what volume of sales the organization can expect, to what extent customers are committed to the product of this particular organization, how much the circle of potential buyers can be expanded, what awaits the product in the future, and much more. .

d) Competitors. Competitors are an external factor whose influence cannot be disputed. Enterprise management must understand that unmet consumer needs create open market niches for competing organizations. The study of competitors, that is, those with whom an organization has to fight for resources that it seeks to obtain from the external environment in order to ensure its existence, is a special and very important place in strategic management. This study is aimed at identifying weak and strengths competitors and build your competitive strategy on this basis.
3. The relationship between the external and internal environment of a pharmaceutical organization.

The external environment of direct influence (business environment) of an organization is formed in the process of its activities and changes over time. The environment changes if the product, markets, strategy, etc. change. The main factor in the business environment is the customers. These are all direct buyers and clients: trading companies, official distributors, stores, manufacturing companies, sales agents, individual buyers and clients. Consumer influence can be expressed in various forms: in establishing a certain price level, having special requirements for quality, design, technical characteristics of products, forms of payment, etc.

Manufacturers can influence consumers by setting lower prices, guaranteeing high quality and delivery times, offering unique products, and good customer service. Customers are very important to a company. They are the ones who determine its success. Modern goal business - to create your consumer. Studying buyers allows you to better understand which product of the company will be in greatest demand, what sales volume it can expect, what the product expects in the future, and how much the circle of potential buyers can be expanded.

A buyer profile can be compiled using the following characteristics:

1) geographical location of the buyer;

2) demographic characteristics (age, education, field of activity);

3) socio-psychological characteristics (position in society, style of behavior, tastes, habits, etc.).

By studying the buyer, the firm must determine his bargaining power. This strength is determined by factors such as:

1) the volume of purchases made by the buyer;

2) availability of substitute goods;

3) level of buyer awareness;

4) the cost of switching to another seller;

5) price sensitivity.

Competitors are firms that sell products in the same markets or provide services that satisfy the same needs. They compete with each other for resources. And the most important of them is the buyer’s ruble. The company must know the strengths and weaknesses of the competitor and build its competitive strategy on the basis of this. The competitive environment is formed not only by intra-industry competitors producing similar products. Competitors can be firms producing a substitute product and firms re-entering the market (“newcomers”). It is necessary to create barriers to the entry of potential “newcomers” (specialization, low costs, control over distribution channels, access to cheap sources of raw materials, well-known brand of goods, etc.). IN modern conditions Often, it is not the fight against a competitor, but cooperation with it that allows you to effectively adapt to the environment and achieve your goals.

Suppliers of material and natural resources can influence an organization by creating resource dependence. This dependence gives power to suppliers and allows them to influence the cost, quality of products, production times and, in general, the efficiency of the organization. The establishment by monopolistic enterprises of unjustifiably high tariffs for electricity, gas, irregular supplies or the shutdown of these vital sources of resources in case of non-payment put many organizations on the brink of survival or bankruptcy. Therefore, they try to maintain mutually beneficial relationships with their main suppliers, sometimes on a multi-year contract basis. If a company has reliable suppliers, it can save on inventory storage. It is necessary to get rid of unreliable suppliers.

Supplier analysis should show what the supplier's competitive strength is and what its drivers are. When analyzing, you should pay attention to the prices of goods and services, their quality, compliance with terms, conditions and volumes of supplies, whether the supplier is a monopolist of this type of resource, and whether it is possible to change the supplier.

The labor market consists of people who have the necessary qualifications, are able to realize the goals of the company and want to work in it. In a modern organization this is the main resource. This group includes everyone with whom the company interacts to provide itself with the necessary human resources: recruitment agencies, employment Service, educational establishments, labor exchanges, retraining and retraining systems, trade unions. Studying the labor market allows you to obtain information about the availability of labor (required specialty, qualifications, age, work experience, personal qualities) capable of working with the company.

The external environment of an organization is characterized by the following features: complexity, mobility, uncertainty and the interconnectedness of all factors.

Uncertainty is the main characteristic of the external environment, which in turn depends on its complexity and mobility. Uncertainty refers to the incompleteness or inaccuracy of information about environmental factors, which results in the difficulty of determining its needs and changes. The higher the level of uncertainty, the more difficult it is to make effective decisions, the higher the risk. Therefore, the firm tries to reduce the level of uncertainty in its environment. To do this, two types of strategies can be used - adapting the firm to changes in the environment and influences, changing the environment itself to make it more compatible with the goals and needs of the organization.

Adaptation of the organization is implemented through the following tools.

1. Creation information system, which allows you to receive information about changes that have occurred with the main counterparties of the enterprise; reduce uncertainty at inputs and outputs and protect and realize the interests of the enterprise in the environment. Activities for collecting information are carried out by such services as supply, marketing, strategic planning, and logistics. The creation of these departments requires large financial investments from the enterprise, but this activity can also be carried out with the involvement of consulting firms specializing in this type of work.

2. Forecasting trends in the development of the external environment and strategic planning of enterprises’ activities prepare the enterprise for possible changes in the market situation and unfavorable environmental influences. Strategic planning formulates the goals and strategy of the enterprise, which ensures consistency between the enterprise and its environment.

3. Mergers, acquisition of new enterprises, formation of strategic alliances with other enterprises, including former competitors. The use of this tool provides the enterprise with full-fledged partners for creating promising, stable, integrated production, supply and sales, investment and innovation structures. This reduces environmental uncertainty by creating a zone of stability; prepares the enterprise for difficult to predict changes in the situation; limits the possibilities of opportunistic behavior of partners; reduces transaction costs; allows you to find a new place for the enterprise in the environment; ensures its flexibility and adaptability, creates the preconditions for influencing the external environment and leads to the formation of synergistic effects. The synergistic effect arises as a result of increased subordination, coordination and integration into the network of partner enterprises.

4. Flexible organizational structures, the significance of which as a tool for adapting an enterprise to the environment is that the structure determines the nature and quantity of information and communication links both within the enterprise and between it and its counterparties. A flexible adaptive structure allows an enterprise to effectively respond to changes occurring in the external environment and carry out internal transformations thanks to such features as the ability to quickly implement changes and a focus on human potential as the main resource of the enterprise. Flexible organizational structures orient the enterprise towards the development of new products, new markets and new technologies. They make it possible to ensure partnership and cooperation between all participants in the economic activities of the enterprise, as well as with consumers of its products and suppliers of resources.

5. Partnerships between the management of an enterprise and its personnel ensure the interaction of economic agents within the enterprise, the integration of the internal environment and the maintenance of internal integrity.

The enterprise not only submits to existing economic relations, but also shapes them itself, shapes the environment in which it operates. An enterprise's influence on the environment is possible when it integrates a sufficient amount of resources and has high socio-economic potential. An enterprise will prefer to influence the environment when the next adaptation to changes in the external environment will be assessed by it as a more expensive process than changing the environment itself. The tools of an enterprise’s influence on the environment are listed below:

1. Advertising, which creates new needs, changes the operating environment of an enterprise through signals about the quality of goods, erecting barriers to entry into the market of competing enterprises, and forming trusting relationships with consumers and suppliers.

2. “Public Relations” establishes and maintains a system of communications with the company’s counterparties in order to build a reputation, a favorable public opinion about the enterprise and its product, which strengthens trusting partnerships in the network of agents and counterparties interacting with the enterprise.

3. Permanent and stable connections with suppliers and consumers on the basis of long-term contracts change the external environment by limiting the reactions of partners to changing situations, increasing mutual obligations and trust, on the basis of which coordination and integration between them is enhanced. All this contributes to the formation of a stable network of interacting enterprises, which structures the external environment and allows it to be controlled.

4. Thanks to lobbying the interests of the enterprise in parliament, government, including local government, and other government structures, the enterprise becomes a participant, and sometimes an equal partner of the government in the formation of the legal framework and sectoral, microeconomic and macroeconomic policies. To gain the opportunity to lobby, enterprises organize vertical or horizontal structures (unions and associations of producers of one type of product) financial industrial groups, which, in addition to economic power, also acquire political power, the possibility of pressure and equal cooperation with the government and the Central Bank of Russia.

5. Professional associations are voluntary associations of various enterprises, created for the purpose of providing assistance, support, assistance, protection and lobbying of their interests. Associations are usually created to achieve non-profit goals. The need for their formation is due to the fact that the market involves the interaction of firms producing one product. The activities of associations are aimed at establishing interaction, coordinating enterprises that are members of the association, providing information and marketing services, increasing professional level management personnel, protection of rights and interests in legislative, executive, law enforcement agencies, informing the public, influencing public opinion. First of all, this is organizational, methodological and consulting assistance, legal protection.

The following public associations of commodity producers operate on a nationwide scale: Coordination Council of Domestic Producers, Russian Union of Industrialists and Entrepreneurs (Employers), Agro-Industrial Union of Russia. The Association of Financial and Industrial Groups, the League for Assistance to Defense Enterprises, the Union of Oil and Gas Equipment Manufacturers, the Association of Oil Refiners and Petrochemists, the Union of Gold Miners, the Association of Small and Medium Enterprises, the Union of Entrepreneurs of Textile and Light Industry, etc. operate at the industry and regional levels.
4. What methods exist for analyzing the external environment?

The most important element of strategic management and planning in a company is the analysis of the external environment, as well as monitoring of business markets. The threats that lie in wait for a company in the process of doing business, and the opportunities that are provided to it - all this is present precisely in the external environment of which the business is a part. In the external environment, the company is threatened by competitors, unscrupulous suppliers, rapidly changing tax law, social cataclysms and many other “surprises”. In addition, buyers are waiting for the company, whether there are or are not sufficient resources to conduct business.

Analysis external factors helps to develop strategic decisions that provide algorithms for the company’s interaction with the environment in the short and long term, which will allow it to maintain its potential at the level necessary to achieve goals, and help reveal threats and opportunities.

The external environment is usually divided into two parts: macroenvironment and microenvironment. If it is difficult for a company to significantly influence or control its processes on the macroenvironment, then the dynamics of the microenvironment may directly depend on the choice of its strategy.

When analyzing the external environment within which the company operates, we can distinguish whole line factors influencing the possibilities of its development. For this purpose, the T.E.M.P.L.E.S. technique is used. (Technology, Economics, Market, Politics, Laws, Ecology, Society). It allows you to consider a group of issues related to the external environment, dividing them into several subgroups for appropriate definition and classification. Each of these factors is subjected to appropriate analysis to find out what difficulties may arise when working in this area and what positive opportunities open up here. It is convenient to analyze these reasons taking into account various (mainly long- and medium-term) perspectives, when it is necessary to predict what changes await the company in the future and select strategies that are most adequate to the current situation.

Technologies. Analysis of technological factors involves studying the following components:

• 
  new information technologies;
• 
  new equipment standards;
• 
  new types of products.

How has the relationship between you, your employees and customers changed since the introduction of new methods of delivering goods and in connection with the use of new methods of obtaining storage and processing of information?

Has the development of the Internet and other additional communication channels affected your business?

Can your company implement and use new technologies (for example, distance learning)?

Have new technologies appeared on the market, the use of which allows you to produce goods more efficiently? High Quality or increase labor productivity?

Has the lifespan of your equipment changed with the advent of new technologies?

What do you know about new developments in the area in which your company operates?

Are there notable innovations in the delivery of goods?

Have you changed over Lately railway or other tariffs?

Is it possible to change the composition of your company and how suitable it is for new approaches to work (for example, when your employees do most of their work not in the office, but at home, or communicate with you via the Internet while in other regions of the country)?

Are changes in equipment costs impacting your business?

Economy. In order to develop the right strategy, the company’s management needs to know what economic conditions exist in the region:

• 
  industry growth rates;
• 
  dynamics of market development and its saturation;
• 
  inflation and unemployment rates;
• 
  interest rates for loans;
• 
  investment and tax policy;
• 
  policy in the field wages and prices;
• 
  the tax base;
• 
  economic situation in the region;
• 
  income level of the population;
• 
  growth rates of the country's economy and industry;
• 
  foreign trade barriers;
• 
  customs policy.

What currency fluctuations are there and do they affect your customers?

Does your company depend on the lending rates that banks issue according to the discount rate?

Is employment growing in your industry?

Limited or slow growth in a given industry is often due to a lack of professional workers. Is this fair to your company?

How do changes in consumer demand affect you?

Which groups of the population spend money on the products you produce?

Is there internal competition within Russia with other regions that produce similar products, or are you competing with the CIS countries and other countries?

Policy. Political factors seriously affect different types of businesses. This is especially noticeable in a country like Russia, where the political system is in its formation phase. Typically, political factors include:

• 
  political situation in the country;
• 
  stability;
• 
  loyalty of the authorities;
• 
  protectionism in the industry;
• 
  presence of administrative barriers;
• 
  property protection system.

What immediate political decisions can be expected from the current (or new) government?

What impact do new programs coming from the government have on your business?

Do you believe that legislatures have a positive and stabilizing effect on business in general and your business in particular? Can you plan for certain factors based on decisions made from above?

How well do you imagine foreign policy countries?

Can you predict with reasonable confidence how government policies will impact your business? (It is likely that embargoes, trade restrictions of some kind, or the establishment or cessation of relationships with certain countries will greatly affect your company.)

Could any political changes affect your business (if they are related to suppliers of the raw materials you need, etc.)?

Will your company be able to function adequately if the work is outsourced or in those countries that are markets for your country?

Legislation. Changes in legislation directly affect many types of business activity. These changes occur at a fairly high level (for example, the introduction tax accounting in Russia had a strong impact on the activities of enterprises that had to organize the introduction of additional accounting), and in the field of specific industry issues (for example, a range of issues related to the introduction of certain sanctions and rules, changes in labor legislation and work).

To analyze changes in legislation, it is necessary to answer the following questions:

What possible changes to existing legislation could affect your company? (For example, changes in employment law, environmental laws, etc.)

Which legislative changes can be carried out by local authorities (for example, grants)?

Does current legislation help you protect yourself from competitors?

Do you understand what steps need to be taken so that both the position and market position of your company are as invulnerable as possible or, but at least, was not associated with risk? Ecology. Currently, an increasing number of companies are paying attention to the environment. Therefore, the range of issues related to its protection plays an important role in strategic planning many developing industries and companies. When analyzing the environment, the following questions arise:

What environmental issues does your business face?

Do you have competitors who use ecology and environmental protection issues in their marketing policies? Are they successful at this?

Does your company use recycled materials?

Does your enterprise have equipment installed that protects the environment from harmful emissions?

Are you introducing new ways to use reclaimed and recycled materials in your business?

Are there any pressure groups that are associated with influencing your company through factors related to environmental threats?

Demographic factors. In the process of developing a development strategy (especially in the case of a long-term strategy), many companies often also take into account demographic factors. If a company provides services and products to the population that are differentiated either by the age categories of customers belonging to different groups or by gender, then conducting such an analysis can be an extremely valuable contribution to the development of strategy. Thus, currently in Russia there is an increase in the birth rate, as a result of which the demand for corresponding goods and services increases. This means that this factor stimulates the development of precisely those industries that are associated with the production of goods and services to satisfy the diverse demands and needs of young families.
On demographic situation The specific features of the regions where these companies or enterprises are located have a significant influence. For example, there may be a constant influx or, conversely, outflow of population from the region; National composition often plays a decisive role in the structure of demand.
When analyzing demographic factors, the following questions are typically asked:

Do you think the population of your country is changing according to certain demographic indicators?

Is the birth rate increasing?

What is the percentage ratio between men and women in your country (city, region)?

What percentage of total number Are the able-bodied population young and old?

Social factors. The activity of an enterprise often depends significantly on various social factors. They may include social needs and requests that determine the livelihoods of employees of a given enterprise; issues related to the public life of the region where the enterprise is located.
Here are a number of social factors influencing the activities of an enterprise:

demographic situation in the region;

gender and age structure of the population;

average income level and cost of living;

cultural environment and moral values, religion;

the level of education.

Social factors that play a significant role in the functioning of an enterprise also include the method of attracting employees to professional activities and as part of your enterprise, namely: how significant and/or prestigious for them is working on the staff of the enterprise or whether they are completely satisfied with contract work.
In addition, social factors include the lifestyle of your employees; the degree of their involvement in solving internal management problems; qualitative changes in the relationships of employees at different levels of the hierarchy; internal expectations of people from the work of your organization; various risks, concerns, etc.
In the process of analyzing social factors, it will be useful to answer the following questions:

Is your enterprise considered a city-forming enterprise?

Does the social life of those population groups that are directly or indirectly related to the activities of your enterprise depend on it?

Can you name any specific services that your business offers? certain groups population living in close proximity to your enterprise?

The problem of creating, improving and further developing the legislative framework in the field of protecting public health in the Russian Federation remains one of the most pressing.

It is known that the effectiveness of the health care system is one of the determining factors in the socio-economic development of any state. Unfortunately, we have now reached a situation where the legislative support for healthcare in the Russian Federation at the federal and regional levels does not meet the realities of today.

In addition, one cannot ignore that the health of the country’s population is the most important element national security state - is directly dependent on the activities carried out by the authorities state power on the implementation of the constitutional rights of citizens to health care and medical care.

Domestic healthcare is in a serious crisis and does not provide free and qualified care to all segments of the population, which is one of the most important reasons for the deterioration in the quality of the nation’s health.

It is necessary to dwell on a number of problems that are currently pressing, determining the medical and demographic situation in the country and requiring the adoption of urgent measures by executive and legislative authorities.

The need for medicines is met by the domestic industry by less than half, their prices are very high, and many, including vital drugs, are inaccessible to the majority of the population.

The current situation creates a real threat to Russia's national security and requires the inclusion of health problems among the priorities of state policy.

It must be said that healthcare in Russia can and should only be a unified (nationwide) functional system, developing and improving taking into account the economic changes that have occurred. We cannot agree with the transition from healthcare as a system to a spontaneous market

medical services, to the detriment of public health.

It is necessary to clearly define the relationship between the federal center and the regions and, at the same time, be sure to preserve one-stop center healthcare management, restoring and strengthening the management vertical.

In light of the above, reforming domestic healthcare without developing a solid and effective legal framework is impossible and unrealistic.

Today we need to critically analyze the past and present experience of lawmaking in the field of healthcare in order to ensure maximum compliance with the constitutionally enshrined rights of Russian citizens in the field of health care and medical care.

The formation of a modern and effective legislative framework for healthcare has already begun. In 1997-1999, a number of federal laws were adopted, primarily: “On Medicines”, “On the Sanitary and Epidemiological Welfare of the Population”, “On Narcotic Drugs and Psychotropic Substances”, “On Immunoprophylaxis of Infectious Diseases”, “On the Quality and Safety of Food”. products." A number of changes and additions have been made to the current laws adopted in 1992-1996 in accordance with the requirements of today.

As a priority task, we consider accelerating the consideration and adoption of the basic federal law “On Health Care in the Russian Federation” developed by the State Duma Committee on Health Protection with the participation of members of the Federation Council Committee on Science, Culture, Education, Health and Environment. Considering adopted laws and draft laws being developed It should be noted that they are distinguished by two features: linking with the current federal legislation and taking into account the characteristics of their region, its demographic, climatic and socio-economic characteristics. Apparently, this approach is the only correct one; it is the one that can ensure the implementation of targeted and effective activities of health authorities. The quality of regional laws is improving every year.

An analysis conducted by the Ministry of Health and Social Development of the Russian Federation showed that in many constituent entities of the Russian Federation, targeted work is underway to create a legislative framework that takes into account all components designed to ensure the protection of human health. This legislative regulation And socio-economic issues, and organization of health care, and labor protection, and environmental activities.

The Ministry of Health and Social Development of the Russian Federation, constantly monitoring laws and other regulatory legal acts of the constituent entities of the Federation, has already begun to disseminate the positive experience of legislative work in individual regions.

Legislative activities should be based on the need for regional laws to comply with current federal legislation while simultaneously taking into account the specifics of each territory, its socio-economic characteristics, medical, demographic, environmental and climatic characteristics.

And one more issue is the legal regulation of the examination of draft federal laws and regulations adopted by the executive and legislative branches of government. It makes sense to think about a special Federal law regulating the adoption of laws and other acts in the field of healthcare. The adoption of such a law will make it possible to regulate the development and examination of bills related to this area and, ultimately, will contribute to the adoption of high-quality, scientifically based, legally verified and coordinated laws, taking into account the prospects for further development and deepening of legislation as a single integrated system. I must emphasize that such regulations needs to be developed both at the federal level and at the level of the constituent entities of the Federation. And this is especially important. Mutual enrichment and replenishment of the legislative space at various levels will serve to quickly solve pressing problems.

The Ministry of Health and Social Development of the Russian Federation is the federal body responsible for implementing state policy in the field of protecting the health of Russian citizens and ensuring the sanitary and epidemiological well-being of the population. In this regard, apparently, the policy of the Ministry of Health and Social Development of the Russian Federation can be considered justified, which takes upon itself the main burden of work on forming the legislative framework and improving specific legislative acts. At the same time, the legislative initiative of the constituent entities of the Russian Federation should be more widely involved in this process. The State Duma and the Federation Council, as subjects of legislative initiative, contribute to the formation of the legislative framework in the field of health protection.