MANAGEMENT OF DEVELOPMENTS IN THE AGRICULTURAL SECTOR IN THE QUALITY OF ORGANIZATION

Abstract

The structure of an organization, including the agrarian sector, is manifested andrealized through hierarchical and hierarchical forms, the hierarchical structure being associated with a pyramidal and multi-level construction, and non-hierarchical forms can be realized through structural configurations. In the modern theory of organization, organizations are also considered from the positions of another characteristic-internal differentiation, which at the same time reinforces their characterization as a system. The level of achievement of the organization's goals is directly related to its achieved level of effectiveness, and effectiveness is one of the conditions for sustainability and sustainable development of the organization. The sustainability of each organization is directly dependent on another very important feature of its adaptability. In general, adaptability is a measure of the organization's response to changes in its internal and external environments. The adaptability of an organization is an indicator of its skill / ability to adapt to the requirements of the two environments - external and internal. This is defined as the property of the organization, demonstrating the need to balance the external environment as a condition for survival, development and effective activity, especially valid for the agrarian sector. How could such a balance be achieved? A necessary tool in this case is the strategic management that gives the specific strategic alternatives for the development and functioning of the agrarian sector. Strategic alternatives, in order to fulfill their important role, must be consistent with changes in the external environment. For the agrarian sector, given its dependence on the external environment (nature-climatic factor, elements of the nature-geographic complex, etc.), maintaining a high level of adaptability is particularly necessary, especially since the low level of adaptability, constitutes a danger to its completeness as such. The organization's adaptation to the state of the external environment may have the nature of a passive adaptation to the external environment or the nature of an active influence on the external environment. The agricultural land developments, a product of the agrarian policy, respectively of the agrarian development policy, are, by their very nature, an example, namely for an active impact on the external environment. The organization's active impact on the external environment is seen as a result of a rational and deliberate impact of the organization's strategic core on the external environment in order to reduce its dependence on it. The existence of each organization is motivated by two key elements of mission and goals. The implementation of both the mission and the objectives of each organization are directly related to the implementation of the strategic management tool. The main goal of strategic management is the organic and consistent adaptation of the organization to the changing environment in the external environment, as already mentioned.