The model of the impact of unforeseen circumstances on the organization. See what "unexpected" is in other dictionaries

In ch. 3 describes the environment within the organization. Its internal factors were the main object of consideration of various schools in management theory. Each school focused primarily on those aspects that, in its opinion, should be influenced by the leadership of the organization in order to ensure its successful functioning. The school of scientific management, for example, focused mainly on the tasks and technologies of management, the school of administrative management - on creating a structure that should ensure the achievement of the goals of the organization, the school of human relations - on people in the organization.

Researchers in these early schools paid little attention to factors outside the organization. Today, this is considered a major flaw in any approach; in the past, it was not thought so. In fact, the contribution of each school was assessed in terms of improving the effectiveness of achieving the goals of the organization. Therefore, in a sense, each schhola did the right thing by focusing on internal issues, as they were relatively more important to the effectiveness and survival of the organization. However, as we will see below, modern organizations have to adapt to changes in the external environment and accordingly implement changes within themselves. This is illustrated in Figure 41.

In managerial thought, the idea of ​​the importance of external environment and the need to take into account forces external to the organization appeared in the late 50s. This became one of the most important contributions of the systems approach to the science of management, as it emphasized the need for a leader to view his organization as a whole, consisting of interconnected parts, in turn, entangled with links with the outside world. The situational approach made it possible to expand the theory of systems by developing a concept according to which the most appropriate method in a given situation is determined by specific internal and external factors that characterize the organization and influence it accordingly.

The systems and situational views of things have attracted attention as a reaction to changes that increasingly influenced the success of the organization's actions. Today's changes in the outside world have forced more attention to the external environment than ever before. As Elvar Elbing writes: “The external environment of the organization is increasingly becoming a source of problems for today's leaders. In fact, the leaders of the most important organizations for society - business, educational, government - under the influence of recent events in the world were forced to focus on the rapidly changing environment and its impact on the internal structure of the organization ”1.

Even if the changes were not so dramatic, leaders would still have to consider the environment, since the organization as an open system depends on the outside world for the supply of resources, energy, people, and consumers. Since the survival of the organization depends on the leadership, the manager must be able to identify the significant factors in the environment that will affect his organization. Moreover, he should suggest appropriate ways of responding to external influences... Throughout this book, you will become familiar with the tools and methods at the disposal of a leader for planning, organizing, motivating and controlling the internal environment in response to external changes.

In this respect, organizations are like biological organisms... According to Charles Darwin's theory of evolution, surviving species survived because they were able to evolve and adapt to changes in their environment. And organizations are forced to adapt to their environment in order to survive and remain effective. Thus, the leader must practice Darwinism among the body.

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Rice. 4.1. Influence model unforeseen circumstances to organize (A source. Howard M. Carlisle, Situational Management(New York: American Management Association, 1973, p. 29).

so that in a world of rapid change, where only those who have adapted survive, his organization would not be among those that have disappeared.

The first problem faced by a leader who wants to start from the principle open systems, - definition of the external environment. After all, the world is big, and it would be a waste of energy to try to accommodate all the factors in it. Management should obviously restrict consideration of the external environment only to those aspects on which the success of the organization is decisively dependent. For example, in the words of Gerald Bell, "The external environment of an organization includes elements such as customers, competitors, government agencies, suppliers, financial institutions, and sources of labor that are relevant to the organization's operations."

DIRECT EXPOSURE ENVIRONMENT IN COMPARISON WITH INDIRECT EXPOSURE ENVIRONMENT. One way to define the environment and make it easier to account for all the impact on the organization is to separate external factors into two main

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groups. In this chapter, we will distinguish between the forces of direct and indirect influence on the organization from the outside.

According to Elbing, the direct impact environment includes factors that directly affect the operations of the organization and are directly influenced by the operations of the organization3. These factors include suppliers, workforce, laws and institutions. state regulation, consumers and competitors. The indirect impact environment refers to factors that may not have a direct immediate impact on operations, but nevertheless affect them. Here we are talking about such factors as the state of the economy, scientific and technological progress, socio-cultural and political changes, the influence of group interests and events that are significant for the organization in other countries (Fig. 4.2.).

For example, General Motor is directly influenced by the suppliers of materials used in the manufacture of automobiles, the laws governing pricing and hiring, consumer preferences, and the actions of its main competitors - Ford, Toyota and Chrysler. ... General Motors must respond to these factors to stay in business. At the same time, such factors as new technologies, inflation, economic downturn, as well as exposure of unethical business practices in the press by journalist Jack Anderson, although they do not directly affect the day-to-day operations of the firm, have to be taken into account in the interests of the company for the future.

These factors of direct and indirect impact are discussed in more detail below. But first, let's discuss some of the general characteristics of the external environment.

EXTERNAL SPECIFICATIONS

Many environmental factors can influence an organization. Emphasizing the diversification of environmental impact, Steiner and Miner point out: “In the past, leaders focused on economic and technical circumstances. However, in recent times changing attitudes of people, social values, political forces and areas of legal responsibility forced the leaders to expand the range of external influences requiring consideration ”4.

INTERCONNECTION OF ENVIRONMENTAL FACTORS is the level of force with which a change in one factor affects other factors. Just as a change in any internal variable can affect others, a change in one environmental factor can cause a change in others. For example, in the 70s. the decline in oil supplies, primarily due to the political structure and goals of other countries, had a strong impact on the overall health of the US economy. The rise in prices for refined products has led to a general increase in prices for almost everything. The same change was the catalyst for a series of government actions, for example, attempts to regulate the temperature in public places for distributing fuel, setting standards for fuel efficiency, imposing taxes on excess profits of oil companies, and establishing a major federal project to overcome energy dependence on other countries.

Before the sharp drop in gasoline prices, the direct impact environment of many organizations was also hit, as unions demanded compensation for the spike in consumer prices. Some firms, such as those that made cars for suburban travel and large models, as well as those engaged in car tourism, suffered from the churn of consumers. But in some cases, the effect was positive. We went uphill with a number of companies producing thermal insulation materials developing

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Rice. 4.2. External environment.

synthetic fuels and electric vehicles and solar-powered devices. At the same time, competition in these sectors increased as many firms decided to seek their share in emerging industries.

The fact of interconnectedness is especially significant for the global market. According to Robert B. Reich, an economist at Harvard University, “the globe is rapidly becoming a single market. Goods are getting cheaper, regardless of national borders ”5. For every dollar spent by an American, 20 cents falls on imports6.

The interconnectedness of various environmental factors, according to EMERI and TRIST, was supposed to turn the environment of modern organizations into a rapidly changing 7. Leaders can no longer look at external factors in isolation. They need to understand that these factors are interrelated and change. Famed management author PETER DRUCKER describes the challenges and challenges faced by managers during a time of turbulent change in a book of the same title8. Experts have recently introduced the concept of "chaotic change" (hyperturbulence) to describe the external environment of the 1980s, which is characterized by even faster changes and stronger interconnectedness9. Emery and Trist cite the failure of an English food confectionery firm as an example.

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Serv, which "never managed to realize that a number of external events are becoming so interconnected that it leads to irreversible general changes" 16. As they point out further, “survival becomes critically related to the level of knowledge of the organization about its environment” 11.

ENVIRONMENTAL DIFFICULTY refers to the number of factors that an organization must respond to, as well as the level of variability of each factor12. If we talk about the number of external factors that an organization is forced to respond to, then if it is under pressure from government regulations, frequent renegotiation of contracts with trade unions, several interest groups of influence, numerous competitors and accelerated technological change, it can be argued that this organization is in a more complex environment. than, say, an organization preoccupied with the actions of just a few suppliers, a few competitors, in the absence of trade unions and slow technology change. Likewise, when it comes to a variety of factors, an organization that uses only a few inputs, a few professionals, and deals with only a few firms in its country should find the provisioning environment less challenging than an organization that does not. In terms of the diversity of factors, an organization will be in a more complex environment that uses multiple and different technologies that are undergoing faster development than an organization that does not apply to all this.

One researcher summarizes the management implications of this kind of complexity: “Organizations operating in uncomplicated environments have one advantage: they only have to deal with a few categories of data * needed to make decisions.” 13 We will show in a dedicated organization)! ch. 12 that a less complex environment requires a less complex organizational structure. And here, remember that because different organizations operate in different environments, the situational approach tells us that there is no best organizational structure.

ENVIRONMENTAL MOBILITY is the speed with which changes occur in the organization's environment. Many researchers have pointed out that the environment of modern organizations is changing as soon as it grows. Probably, the best works there are books on this topic Alvin Toffler "Future Shock" and "Third Wave" and John Nesbitt's Megatrends.

However, while this trend is general, there are organizations around which the external environment is particularly fluid. For example, two researchers found that the rate of change in technology and competitive parameters in the pharmaceutical, chemical and electronics industries is higher than in mechanical engineering, automotive parts, and the confectionery industry.15 Rapid changes are taking place in the aerospace industry, computer manufacturing, biotechnology and telecommunications. Less noticeable relative changes affect the furniture industry, the production of containers and packaging materials, and food canned food.

In addition, the mobility of the external environment may be higher for some organizational units and lower for others. For example, in many firms, the research and development department is faced with a high fluidity of the environment, as it must keep track of all technological innovations. On the other hand, the manufacturing department may be immersed in a relatively slowly changing environment characterized by a steady flow of materials and labor. At the same time, if production capacity is scattered across different countries world or initial resources come from abroad, then the production process may find itself in a highly mobile external environment. Given the complexity of functioning in a highly mobile environment, the organization or its subdivision

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Table 4.1. Characteristics of the higher environment

divisions must rely on more diverse information to make effective decisions about their internal variables. This makes decision making more difficult.

ENVIRONMENTAL UNCERTAINTY is a function of the amount of information that an organization (or a person) has about a particular factor, as well as a function of confidence in this information. If there is little information or there are doubts about its accuracy, the environment becomes more uncertain than in a situation where there is adequate information and there are reasons to consider it highly reliable. As business becomes more and more global, more and more information is required, but confidence in its accuracy is diminishing. Dependence on the opinions of foreign experts or analytical materials presented on foreign language, exacerbates uncertainty. The more uncertain the external environment, the more difficult it is to make effective decisions.

Table 4.1. summarized the characteristics of the external environment.

DIRECT EXPOSURE ENVIRONMENT

When considering the impact of the external environment on an organization, it is important to understand that specifications environments are different, but at the same time related to her factors. The characteristics of interconnectedness, complexity, mobility and uncertainty describe factors of both direct and indirect impact. This relationship will become clearer when considering the main factors in the environment of direct influence: suppliers, laws and government agencies, consumers and competitors.

From a systems perspective, organization is a mechanism for transforming inputs into outputs. The main types of inputs are materials, equipment, energy, capital, and labor. The relationship between an organization and a network of suppliers providing inputs for these resources is one of the clearest examples of the direct impact of the environment on an organization's operations and performance. Obtaining resources from other countries can be more profitable in terms of prices, quality or quantity, but at the same time it is more dangerous due to the strengthening of such factors of fluidity of the environment as fluctuations in exchange rates or political instability.

In some cases, all organizations in a given region do business with one or virtually one supplier. Therefore, they all fall into equal dependence on the actions of the supplier. Providing energy is a good example. All organizations receive energy at prices set by the government (an example of interdependent external variables) and are rarely able to find an alternative supplier, even if the organization believes that the current energy supply is inadequate.

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wadded or too expensive. Changes such as higher prices by the supplier will affect the organization to the extent that it uses energy. For example, the sharp drop in gasoline prices in 1986 affected every organization in the world to some extent, but the impact was much more pronounced on gasoline-dependent firms such as road and air freight and passenger transport.

MATERIALS. Some organizations depend on a continuous flow of materials. Examples: engineering firms, distribution firms (distributors), and retail stores. Failure to secure supplies in required volumes can create great difficulties for such organizations. Imagine the cost of missing at least one part, which is installed at a certain point on an assembly line, for example, by General Motors. Likewise, if a store loses a popular product, consumers are more likely to go to a competitor.

The Japanese are considered the creators of stock control methods. Firms for which materials are inputs believe that what is needed for the next stage of the production process should be delivered on a just-in-time basis. Such a supply chain requires the manufacturer to work closely with highly interconnected suppliers. In other countries, it may be necessary to find alternative suppliers or maintain significant stocks. Large beer producers, for example, contract with several paper makers for cardboard boxes standard size- under six cans of beer and thus ensure a constant flow of packaging material consumed in large quantities. In this way, beer producers ensure their safety in the event of a strike or production difficulties that, in the situation of a single cardboard supplier, would prevent the release of beer in the popular six-pack packaging. However, stocks tie up money that has to be spent on materials and storage, and not on other needs. This relationship between money and the supply of raw materials well illustrates the interconnectedness of the variables.

CAPITAL. For growth and prosperity, a company needs not only suppliers of materials, but also capital. There are several potential investors: banks, federal loan programs, shareholders and individuals who accept company promissory notes or buy bonds. As a rule, the better a company is doing, the higher its ability to negotiate with suppliers on favorable terms and receive the required amount of funds. Small businesses, especially venture capital firms, are finding it hard to get the funds they need today. For this reason, some researchers fear for the fate of small businesses in the United States.

LABOR RESOURCES. Adequate provision of a workforce with the necessary specialties and qualifications is necessary for the implementation of tasks related to the achievement of the set goals, that is, for the effectiveness of the organization as such. Without people capable of efficiently using complex technology, capital, and materials, all of this is of little use. The development of a number of industries is currently constrained by the lack of the necessary specialists. Practically every sector of the computer industry is an example, and this is especially true for firms that need highly skilled technicians, experienced programmers and system designers. As shown in example 4.1., In some industries, global competition has forced a number of companies to seek less expensive labor in other countries.

The main concern of the modern organization has become the selection and support of talented managers. Jord Steiner, in his research, asked the leaders of a number of

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State order NWFO | Fyodor Kudeyar

The structure of the executive authorities of the Leningrad Region includes the State Treasury Institution "Construction Department of the Leningrad Region". This organization is endowed with the functions of a customer at construction sites, reconstruction and overhaul of residential and public buildings... Accordingly, the appearance of high-quality and timely constructed social facilities depends on the professionalism of the staff of the institution.

At the end of 2013, this customer held an open auction and selected a contractor who was supposed to build a polyclinic in the village. Mga of the Kirovsky district of the Leningrad region. The value of the signed contract was 92.75 million rubles. It should be noted that all the “technologies” existing at that time were used to select the contractor. Only 1 out of 5 participants could submit an application that would meet the requirements of the documentation. Thus, LLC "Tetra A", with which a contract was subsequently concluded, became the only one who successfully passed the sieve of selection of contractors, and according to the logic of the customer, setting such insurmountable requirements for participation in the auction, it had to perform the work with proper quality and in set time.

However, this did not happen, and as a result of repeated violations by Tetra A LLC in fulfilling its obligations under the contract, the Construction Department of the Leningrad Region in February 2015 unilaterally terminated the contract.

The amount of paid work amounted to 30.5 million rubles. Currently, the Arbitration Court is considering a claim of the Department against LLC "Tetra A" in the amount of 2.67 million rubles.

Instead of determining the amount of work in progress and announcing a new purchase, the customer, represented by the Construction Department of the Leningrad Region, on May 7, 2015 draws up a report, and on the basis of it, on the same day, a contract for the construction of a polyclinic in the amount of 71.7 million rubles is concluded.

It should be noted that no contractor was selected at all for the conclusion of the contract. The basis for the conclusion of the contract was some force majeure circumstances. In the event of such circumstances, in accordance with the requirements of the Law on the Contract System, it is inappropriate to use other methods of identifying a contractor that require a lot of time.

What are these circumstances that arose unexpectedly, what the customer was doing in the period from February 18 to May 7, 2015, we can only guess.

It is obvious that in the presence of a professional approach to planning their actions, to monitoring the progress of contract execution, the emergence of force majeure circumstances of this kind is impossible.

Separately, it is worth touching on the question, and who became the new contractor who is obliged to complete the construction of the long-suffering polyclinic. This contractor is
LLC "Lensotsstroy" headed by director general Igor Vladimirovich Schelegedin, founded by him.

According to the data of the register of contracts, this organization for the Construction Department of the Leningrad Region performs the functions of a "regular" liquidator of the consequences of force majeure circumstances. As soon as they arise, the given customer knows whom to turn to - of course, Lensostroy LLC!

There were no such doubts, and in August 2014 - on the 25th, another contract was concluded on the basis of unforeseen circumstances.

This time, the reason for the irresistible force was the need to build a polyclinic in the village of Novoye Devyatkino. The contract value was 154.3 million rubles. True, in this case, such a basis for concluding a contract, as a report, did not arise. The client simply referred to the provisions of the Contract System Law.

The situation with the contract in the village of Novoe Devyatkino is similar to the situation with the construction of a polyclinic in the village. Mga is not only due to the personality of the new contractor. There was also a previous contractor in Novy Devyatkino, OOO Tekhnobalt, who was unable to build this facility. True, this time the Construction Department of the Leningrad Region went to meet the unscrupulous contractor and terminated the contract with him by agreement of the parties, depriving itself of the opportunity to present any claims in the future.

How could Lensostroy LLC prove itself, so that the Lensostroy Construction Department, in unforeseen circumstances, would turn to it for elimination of their consequences? After all, this organization did not have experience of working with budgetary facilities, especially with such as healthcare institutions, at the time of the conclusion of the contract for Novy Devyatkino.

We believe that this reason was the acquaintance of the current head of the Construction Committee of the Leningrad Region Zhdanov V.V. with the director of LLC Lensotsstroy. During the 2000s. they worked together in the structures of the St. Petersburg Construction Committee.

After the signing of the certificate of completion in December 2014, Lensostroy LLC became the owner of invaluable experience, which made it possible to continue the victorious march through the competitions held by the Construction Department of the Leningrad Region for the construction of healthcare facilities in the Leningrad Region.

In addition to the contract described above for the village. Mga, concluded without competition,
LLC "Lensotsstroy" became the winner of the purchase for the construction of building No. 3 of the Ulyanovsk regional psychiatric hospital with an initial price of 189.5 million rubles. And somehow it so happened that in order to assign the maximum number of points, the participant needed experience in the construction of healthcare facilities for an amount equal to the cost of the facility in Novy Devyatkino. A participant with less experience would not receive the maximum number of points, and vice versa, a participant who offered an experience greater than 150 million rubles would receive exactly the same number of points as a participant who offered an experience equal to 150 million rubles. That is, the customer set an experience cut-off threshold equal to 80% of the initial contract price, above which the offers were not taken into account.

Of course, Lensostroy LLC was the owner of such experience, and a contract will be signed with it at a price not much different from the initial one, namely 189.3 million rubles.

In the tender for the construction of a children's clinic in Vsevolozhsk with an initial price of 297.9 million rubles, the desire to conclude a contract with Lensotsstroy LLC was so great that 2 applications out of 3 submitted for participation in the competition had to be rejected, and after that, instead of fulfilling an order issued by the Leningrad OFAS Russia to bring the tender documentation in line with the requirements of the Law on the Contract System, to sign a contract with the "favorite contractor" at a price of 297.3 million rubles, that is, again not much different from the initial one. Moreover, the protocol for determining the winner, which was the basis for the conclusion of this contract, has now been canceled by the customer himself. That is, there are simply no legal grounds for concluding a contract.

Let's return to the experience gained by Lensostroy LLC in the construction of a polyclinic in Novy Devyatkino. The Certificate of Completion was signed in December 2014, but in March 2015 the Healthcare Committee of the Leningrad Region in the letter below informs that construction works at this facility continue.

Currently, the presence of patients in the clinic is also not observed.

Thus, reasonable questions arise: what kind of certificate of completion was signed in December 2014? Was the customer entitled to sign this act?

Based on the above, a simple scheme for the development of funds from the budget of the Leningrad Region is emerging: contracts worth more than 520 million rubles are concluded with a contractor selected on grounds not provided for by the Law on the Contract System, without holding competitive procedures. At the same time, based on dubious experience, a victory in the competition in the amount of 189 million rubles is ensured. And all these processes are taking place in relation to one organization - Lensostroy LLC.

We believe that if the customer - the Construction Department of the Leningrad Region - were more professional, the implementation of such a scheme would have been impossible. Indeed, with planned, professional work aimed at achieving statutory goals, there can be no contracts concluded on the basis of force majeure circumstances. Work with contractors, including unscrupulous ones, should be carried out constantly. The presence of such control allows timely identification of the need to terminate contracts, the execution of which is carried out in violation of their terms. And after termination, select a new contractor on a competitive basis, as provided by the Law on the Contract System.

Unforeseen cases

Now let's summarize the contingencies discussed in the previous chapters and add some new ones.

Your paraglider folds in the air

One of the wingtips folded: 1) Resist any tendency to turn by applying the opposite stick. 2) Then - and only then - make a few jerks with the handle on the side where the tip of the wing folded, in order to re-fill it with air, unless it has already filled itself;

Flip: Release both risers to gain speed. If, to your great surprise, this does not help, you may have forced your glider into a significant collapse mode. The canopy remains filled with air, but you are moving downward with a glide ratio of 1: 1 and a speed of about 5 m / s - this is the rate of descent of the rescue parachute with the guarantee of a hard landing awaiting you at the end. It is unbelievable that this would happen with a well-designed and regulated paraglider. But if this happens: either pull down both control loops to the end, making the collapses even more significant, and then bring the loops up again: either pull the front lifters to accelerate and exit the collapse mode; it is more recommended for training paragliders than for sport ones where you can fold the leading edge like this.

Trees: If you can't avoid a treetop or forest planting, approach the treetop planting like a lawn and protect your rain with your hands. Water: If you are a good swimmer, it helps, but not always. An inflatable life jacket is ideal if you can foresee its need. If you miss this, remember that the fabric of your paraglider is waterproof and can act as a float if a little air is trapped in it. If the canopy remains above the surface and there is wind blowing towards the shore, you can use it as a sail to get there.

First aid

EVERYONE should be taught first aid techniques as early as possible, at school, with a refreshing and more serious course thereafter as the student gains knowledge and maturity. If the school does not provide such courses, his or her parents or caregivers should follow up. Competent and prompt first aid can save lives in the event of an accident or heart attack, and sometimes in such cases it is just as important to know what not to do, than to know what to do. Losing this out of sight, it is imperative for everyone to force themselves and others to get a little professionalism in first aid techniques. There is a lot to learn from the book, but a few phone calls will get you in touch with organizations that offer these courses in your area.

Instruction in any sport whose practice is likely to cause injury should include first aid techniques adapted to that sport in the program. Scuba diving courses are good in this regard. Responsible paragliding courses should also include them. A complete first aid course is outside the scope of this book; the following notes can be considered a rough guide.

When NOT TO ACT: What could be twice as bad as a sacrifice? Two victims. If your friend crashed into a cliff wall and rescuing him requires climbing knowledge and appropriate equipment, do not go down to him, unless you are equipped and trained in the right way; you can die before him.

REMEMBER OR CARRY WITH YOU ALWAYS THE PHONE NUMBERS OF THE NEAREST AMBULATORY SERVICE, POLICE DEPARTMENT, FIRE TEAM, AND MAY BE AN ARMY BASE. A phone call can be the best and quickest help for the victim. Likewise, if your friend finds himself in deep water and you swim to help him, you both can drown; as a last resort, carry something that floats well, like a piece of wood or styrofoam.

First aid in a nutshell. If the victim is bleeding profusely, stop the bleeding by pinching the artery over the wound. If she is not breathing, apply artificial respiration. If your heart stops, give a heart massage. If the victim is unconscious and / or the spine may be broken, do not move him, this could lead to worse consequences. If the victim's arm or leg appears to be broken, apply a splint, but knowing how to do it. For lesser damage, use a small first aid kit (which you carry with you) with tape and iodine or another sterilizer. There is an old and successful definition of the difference between a smart and a wise person: the smart one knows how to get out of a difficult situation, the wise one does not get into it. A wise paraglider pilot knows all about rescue and first aid techniques, but will never be a victim.

Due to unforeseen circumstances ... Dictionary of Russian synonyms and expressions similar in meaning. under. ed. N. Abramova, M .: Russian dictionaries, 1999. unexpected unexpected, emergency, unexpected, unexpected, unforeseen, accidental, accidental ... Synonym dictionary

UNEXPECTED, oh, oh; en. Such that it is impossible to foresee, unexpected. N. case. | noun unforeseen, and, wives. Ozhegov's Explanatory Dictionary. S.I. Ozhegov, N.Yu. Shvedova. 1949 1992 ... Ozhegov's Explanatory Dictionary

unexpected- - [L.G. Sumenko. The English Russian Dictionary of Information Technology. M .: GP TsNIIS, 2003.] Subjects information Technology in general EN unforeseen ... Technical translator's guide

unexpected- unexpected, unforeseen, sudden Стр. 0660 p. 0661 p. 0662 p. 0663 ... New explanatory dictionary of synonyms of the Russian language

Unexpected- 4.4.2. Unforeseen current repairs are carried out during the operation of buildings and structures and include work, the delay of which cannot be allowed without prejudice to the preservation and normal technical operation of capital ... ... Dictionary-reference book of terms of normative and technical documentation

Adj. One that is difficult or impossible to foresee, to predict; unexpected. Efremova's Explanatory Dictionary. T.F. Efremova. 2000 ... Modern explanatory dictionary Russian language Efremova

Unforeseen, unforeseen, unforeseen, unforeseen, unforeseen, unforeseen, unforeseen, unforeseen, unforeseen, unforeseen, unforeseen, unforeseen, unforeseen, unforeseen, unforeseen, ... ... Forms of words

unexpected- unforeseen ... Russian spelling dictionary

unexpected - … orthographic dictionary Russian language

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Everyone is faced with the problem of unforeseen expenses. Usually they spend from 600 to 2 thousand hryvnyas almost monthly. These are treatment, gifts, equipment breakdowns and the like. Such unpredictable expenses usually become the reason that people do not even try to plan a family budget. Like, all the same, most purchases cannot be controlled.

If you consistently approach such things, you can not only get rid of some of the unforeseen expenses, but also reduce family expenses by 10-15%.

"By buying a gift in advance, you can find it much cheaper. The same applies to choosing a workshop, say, for repairing shoes or a car."

What are the unforeseen expenses

All unforeseen expenses should be divided into sudden and delayed in time, says AFS. Sudden ones include those that occur once every 20-60 days, to those that are delayed in time - those cases that are worth spending every 2-10 years.

"The latter include a wedding, the birth of a child. The costs of these events will still be. However, everyone's task is not to make a big sudden expense out of these events, for which you will have to go into debt," says the expert.

How much to save

Since the reason for unpredictable expenses can be the loss of a job or damage to such large property as housing, it is worth postponing 6-12 salaries for sudden cases, advises AFS.

“Rather, it should not be salaries, but the amount of expenses of a family or one person. there was something to live on, "says Elena Bokan, financial advisor to AFS, to the Know portal.

She advises, first of all, to create a financial safety cushion. To do this, it is worth postponing for urgent purchases and trips. Refrain from unnecessary costs.

"You may have to save some time. However, this financial reserve can be very helpful in the future," she explains.

For unexpected expenses in the short term, she advises opening a deposit. Store half of your savings there. The rest should be kept at home in cash, so that, if necessary, funds are not far away.

"If the savings have become significant, they should be divided into three currencies - the hryvnia, the dollar and the euro. It is better to keep funds for unforeseen expenses in the long term in an international life insurance company. They invest funds there for a period of 10 years, there is a monthly capitalization. However, money can be withdrawn only when the program ends. It can be funds for a wedding, the child's admission to the university, and so on, "- explains the specialist.