The direct impact environment is also called the direct business environment of the organization. This environment forms such subjects of the environment that directly affect the activities of a particular organization.
Suppliers
From point of view systems approach organization is a mechanism for transforming inputs into outputs. The main types of outputs are materials, equipment, energy, capital and labor. Suppliers provide the input of these resources. Receiving resources from other countries could be more profitable in terms of prices, quality or quantity, but at the same time dangerously increase environmental factors such as fluctuations in exchange rates or political instability,
All suppliers can be divided into several groups - suppliers of materials, capital, labor resources.
Laws and government bodies
Many laws and government agencies affect organizations. Each organization has a specific legal status, whether it be a sole proprietorship, a company, a corporation or a non-profit corporation, and it is this that determines how an organization can conduct its business and what taxes it must pay. No matter how the management treats these laws, it has to adhere to them or, having reaped the fruits of refusal to obey the law in the form of fines or even a complete cessation of business.
As you know, the state in a market economy has both an indirect influence on organizations, primarily through the tax system, state property and the budget, and a direct one - through legislative acts. For example, high tax rates significantly limit the activity of firms, their investment opportunities and push them to conceal income. On the contrary, lowering tax rates helps to attract capital, leads to a revival entrepreneurial activity. And thus, with the help of taxes, the state can manage the development of the necessary areas in the economy.
Consumers
The well-known management specialist Peter F. Drucker, speaking of the purpose of the organization, singled out, in his opinion, the only true purpose of the business - the creation of a consumer. This means the following: the very survival and justification of the existence of the organization depends on its ability to find a consumer of the results of its activities and satisfy its needs. The importance of consumers to business is clear. However, nonprofits and government organizations also have consumers in the Druckerian sense.
All the variety of external factors is reflected in the consumer and through him affects the organization, its goals and strategy. The need to meet the needs of customers affects the interaction of the organization with suppliers of materials and labor resources. Many organizations focus their structures on the large customer groups on which they are most dependent.
In modern conditions, various associations and associations of consumers are also of great importance, influencing not only demand, but also the image of firms. It is necessary to take into account the factors influencing the behavior of consumers, their demand.
Competitors
The impact on the organization of such a factor as competition cannot be disputed. The management of each enterprise clearly understands that if the needs of consumers are not met as effectively as competitors do, the enterprise will not stay afloat for a long time. In many cases, competitors rather than consumers determine what kind of performance can be sold and what price can be asked.
Underestimation of competitors and overestimation of markets lead even the largest companies to significant losses and crises. It is important to understand that consumers are not the only object of competition for organizations. The latter may also compete for labor, materials, capital, and the right to use certain technical innovations. The reaction to competition depends on such internal factors as working conditions, wages and the nature of the relationship of managers with subordinates.
Environment of indirect influence
Indirect environmental factors or the general external environment usually do not affect the organization as noticeably as direct environmental factors. However, management needs to take them into account.
The indirect impact environment is usually more complex than the direct impact environment. Therefore, its study is usually based primarily on forecasts. The main environmental factors of indirect impact include technological, economic, socio-cultural and political factors, as well as relationships with local communities.
Technology
Technology is both an internal variable and an external factor of great importance. As an external factor, it reflects the level scientific and technological development, which affects the organization, for example, in the areas of automation, informatization, etc. Technological innovations affect the efficiency with which products can be made and sold, the rate of product obsolescence, how information can be collected, stored and distributed, as well as what kind of services and new products customers expect from the organization. In order to remain competitive, each organization is forced to use the achievements of scientific and technological progress, at least those on which the effectiveness of its activities depends.
The researchers have described the rate of technology change in recent decades and argue that this trend will continue. One of the reasons for this phenomenon is that there are more scientists on earth today than there were in the world before. Some recent major technological innovations that have deeply affected organizations and society are computer technology, laser technology, microwave technology, semiconductor technology, integrated communication lines, robotics, satellite communications, nuclear power, synthetic fuels and foodstuffs, and genetic engineering. Daniel Bell, the famous sociologist, believes that future generations will find miniaturization technology the most valuable innovation. Today's innovations such as point microelements and cylindrical magnetic domain memory make it possible to store on a small disk such a volume of information that previously required buildings with numerous database file cabinets. Semiconductors and microprocessors made small computers easily accessible. They also changed the nature of many products (for example, electronic watches replaced mechanical ones) and led to the introduction of new types of machines and devices in new areas (for example, devices designed for diagnosis and treatment in medicine).
Obviously, organizations that deal directly with high-level technology, knowledge-intensive enterprises, must be able to quickly respond to new developments and propose innovations themselves. However, today, in order to remain competitive, all organizations are forced to keep pace with at least those developments on which the effectiveness of their activities depends.
The state of the economy
Management must also be able to assess how general changes in the state of the economy will affect the organization's operations. The state of the world economy affects the cost of all inputs and the ability of consumers to buy certain goods and services. If, for example, inflation is predicted, management may find it desirable to increase the supply of resources to the organization and negotiate fixed wages with workers in order to contain cost increases in the near future. It may also decide to borrow money because the money will be worth less when it falls due, thus offsetting part of the interest loss. If an economic downturn is predicted, the organization may prefer the path of reducing stocks of finished products, since it may become difficult to sell it, lay off part of the workforce, or postpone expansion plans until better times.
The state of the economy can greatly affect the ability of an organization to obtain capital for its needs. This is mainly due to the fact that the federal government often tries to mitigate the effects of deteriorating economic conditions by adjusting taxes, the money supply, and the interest rate set by the Federal Reserve Bank. If this bank tightens credit terms and raises interest rates, commercial banks should do the same to avoid being left out. As a result, borrowing becomes more difficult and more expensive for the organization. Likewise, a decline does not increase the amount of money people can spend on non-essential purposes and thus help stimulate business.
It is important to understand that this or that particular change in the state of the economy can have a positive impact on some and negative on others. For example, if during an economic downturn, stores retail may be seriously affected in general, then stores located, for example, in wealthy suburbs, will not feel anything at all.
Sociocultural factors
Any organization operates in at least one cultural environment. Therefore, socio-cultural factors, among which attitudes, life values and traditions predominate, affect the organization.
Socio-cultural factors influence the formation of population demand, labor relations, wages and working conditions. These factors include the demographic state of society. The relationship of the organization with the local population where it operates is also important. In this regard, independent media are also singled out as a factor in the socio-cultural environment, which can shape the image of the company and its products and services.
Sociocultural factors also influence the products or services that are the result of the company's activities. Sociocultural factors also influence how organizations conduct their business.
Political factors
Some aspects of the political environment are of particular importance to the leaders of the organization. One of them is the mood of the administration, legislative bodies and courts in relation to business. Closely linked to socio-cultural trends in a democratic society, these sentiments affect the following governments: taxation of corporate income, the establishment of tax breaks or preferential trade duties, requirements for recruitment and promotion practices of members of national minorities, consumer protection legislation, price and wage controls, the ratio of the power of workers and managers of the firm.
For companies with operations or markets in other countries, the factor of political stability is of great importance.
Relations with the local population
For almost all organizations, the prevailing attitude of the local community in which an organization operates is of paramount importance as a factor in the environment of indirect influence. In almost every community there are specific laws and regulations in relation to business, determining where it is possible to expand the activities of a particular enterprise. Some cities, for example, spare no effort to create incentives to attract industries to the city. Others, on the contrary, have been fighting for years to prevent an industrial enterprise from entering the city. In some communities, the political climate is favorable to business, which forms the basis of the local budget's tax revenue. Elsewhere, property owners choose to take on a larger share of municipal government spending, either to attract new businesses to the community or to help businesses avoid pollution and other problems that businesses can create along with the new jobs they create. .
When considering the influence of the external environment on the organization, it is important to understand that the characteristics of the environment are different, but at the same time related to its factors. The characteristics of interconnectedness, complexity, fluidity and uncertainty describe both direct and indirect impact factors. This dependence will become clearer when considering the main factors in the direct impact environment: suppliers, laws and government agencies, consumers and competitors.
Suppliers
From the point of view of a systems approach, an organization is a mechanism for transforming inputs into outputs. The main varieties of inputs are materials, equipment, energy, capital and labor. The dependence between the organization and the network of suppliers providing the input of these resources is one of the most clear examples the direct impact of the environment on the operations and success of the organization. Receiving resources from other countries may be more profitable in terms of prices, quality or quantity, but at the same time more dangerous by increasing environmental factors such as fluctuations in exchange rates or political instability.
In some cases, all organizations in a particular region do business with one or almost the same supplier. Therefore, they all fall into equal dependence on the actions of the supplier. Good example- energy supply. All organizations receive energy at prices set by the government (an example of interdependent external variables) and can rarely find an alternative supplier, even if the organization believes that the current energy supply is inadequate or too expensive. Changes such as price increases by the supplier will affect the organization to the extent that it consumes 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 in gasoline-dependent firms, in particular those involved in road and air cargo and passenger transportation.
MATERIALS. Some organizations depend on a continuous flow of materials. Examples: engineering firms, distribution firms (distributors), and retail stores. The inability to ensure the supply in the required volumes can create great difficulties for such organizations. Imagine what it would cost to not have even one part that is installed at a certain point in the assembly line. Similarly, if a store loses a popular product, consumers are more likely to go to a competitor.
The Japanese are credited as the creators of inventory limiting techniques, firms for which materials are inputs are considered to be what is needed for the next step. production process must 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 seek alternative suppliers or maintain a significant amount of inventory. Large beer producers, for example, contract with several paper producers for a standard-sized six-can beer boxboard and thus ensure a constant supply of packaging material used in large quantities. In this way, beer makers ensure their safety in the event of a strike or production difficulties that, in the situation of one cardboard supplier, would prevent the release of beer in popular six-can packages. However, inventories tie up money that has to be spent on materials and storage, and not on other needs. This relationship between money and supply of raw materials illustrates well the interconnectedness of variables.
CAPITAL. To grow and prosper, a company needs not only suppliers of materials, but also capital. There are several such potential investors: banks, programs federal agencies to provide loans, shareholders and individuals who accept the company's bills or buy its bonds. As a rule, the better a company is doing, the better its ability to negotiate with suppliers on favorable conditions and get the right amount of money. Small businesses, especially venture capitals, are now experiencing great difficulty in obtaining the necessary funds. For this reason, some researchers fear for the fate of small businesses in the US.
WORK RESOURCES. Adequate provision of the workforce with the necessary specialties and qualifications is necessary for the implementation of tasks related to the achievement of the set goals, i.e. for the effectiveness of the organization as such. Without people able to effectively use complex technology, capital and materials, all of the above is of little use. The development of a number of industries is currently constrained by the lack of the necessary specialists. Virtually every sector of the computer industry serves as an example, and this is especially true for firms that need highly skilled technicians, experienced programmers and systems designers. In some industries, global competition has forced a number of companies to look for less expensive labor in other countries.
The main concern of the modern organization has become the selection and support of talented managers. George Stayner in his study asked the leaders of a number of firms to rank 71 factors in terms of importance for them in relation to the last five years. Factors included: general management, finance, marketing, materials, manufacturing and finished products. In terms of labor resources, two factors were quoted above others: attracting highly qualified senior managers and training capable managers within the firm. The fact that managerial development has been more important than profits, customer service, and the payment of acceptable dividends to shareholders is a clear sign of the importance of the influx of this category of labor into the organization. Support for talented managers is often a problem of face-to-face negotiations with candidates for a position who are offered a fairly high wage and perks. For the most part, organizations are also trying to solve the problem of securing the right workforce by training and supporting their own employees.
Laws and government bodies
Laws and government agencies also affect organizations. In a predominantly private economy such as the US, the interaction between buyers and sellers of every input and every output is subject to numerous legal restrictions. Each organization has a specific legal status, whether it be a sole proprietorship, a company, a corporation, or a not-for-profit corporation, and it is this that determines how the organization can conduct its business and what taxes it must pay. The number and complexity of laws dealing specifically with business has increased dramatically in the 20th century. No matter how the management of the organization treats these laws, it has to adhere to them or reap the benefits of refusal to comply with the law in the form of fines or even a complete cessation of business.
The state of legislation is often characterized not only by its complexity, but also by mobility, and sometimes even uncertainty.
STATE AUTHORITIES. Organizations are required to comply not only with federal and state laws, but also with the requirements of authorities state regulation. These bodies provide enforcement of laws in their respective areas of competence, as well as introduce their own requirements, often also having the force of law. The Interstate Commerce Commission regulates the trading practices of businesses operating in more than one state. The Federal Communications Commission regulates interstate telephone, telegraph, television, and radio communications. The power to issue and revoke licenses for radio and television broadcasting gives the commission enormous power over the respective organizations. The Securities and Exchange Commission determines how public companies must keep financial and accounting records. The Food and Drug Administration regulates the marketing and development of new products in their respective industries. The Occupational Safety and Health Administration sets standards for working conditions. The Environmental Protection Agency regulates activities from the standpoint of preserving the natural environment. The uncertainty of today's legal landscape stems from the fact that the demands of some institutions conflict with those of others, while at the same time, each has the authority of the federal government to enforce such demands.
STATE AND LOCAL LEGISLATION. Further complicating matters are state and local government regulations, which are also multiplying. Every state and almost every local community requires businesses to purchase licenses, limits their choice of where to do business, taxes businesses, and sets prices when it comes to energy, statewide telephone systems, and insurance. Some local and state laws modify or amplify federal regulations. For example, regulations to limit vehicle exhaust emissions are stricter in California than those of the Environmental Protection Agency. While efforts have been made through the Uniform Commercial Code to bridge the gaps between state business laws, significant differences remain. Imagine the complex system of local regulations that an organization faces when doing business in 50 states and dozens of foreign countries.
Consumers
Many take the point of view of a well-known management specialist Peter F. Drucker that the only true purpose of a business is to create a customer. This means the following: the very survival and justification of the existence of the organization depends on its ability to find a consumer of the results of its activities and satisfy its needs. The importance of consumers to business is clear. However, nonprofits and government organizations also have consumers in the Druckerian sense. The US government and its apparatus exist only to serve the needs of American citizens. That citizens are consumers and deserve to be treated accordingly is, unfortunately, sometimes not apparent in everyday encounters with state bureaucracy. However, during the election period, the use of advertising and face-to-face meetings is a clear indication that candidates for future cabinets see citizens as consumers to be "bought."
Customers, by deciding what goods and services they want and at what price, determine almost everything related to the results of its activities for the organization. Thus, the need to meet the needs of customers affects the interaction of the organization with suppliers of materials and labor resources. One growing consumer group is the baby boomers born between 1946 and 1964. This group of 56 million people represents a large segment of the market, which receives a variety of products and services from many organizations. The influence of consumers on the internal variables of the structure is often significant. Next, we learn that many organizations focus their structures on the large groups of customers on whom they are most dependent.
Competitors
COMPETITORS- this is external factor whose influence cannot be disputed. The management of each enterprise clearly understands that if the needs of consumers are not met as effectively as competitors do, the enterprise will not stay afloat for a long time. In many cases, competitors rather than consumers determine what kind of performance can be sold and what price can be asked.
It is important to understand that consumers are not the only object of competition for organizations. The latter may also compete for labor, materials, capital, and the right to use certain technical innovations. The reaction to competition depends on such internal factors as working conditions, wages and the nature of the relationship of managers with subordinates. In today's complex conglomeration of organizations, relationships with competitors sometimes take on an unexpected character.
Direct impact.
| Parameter name | Meaning |
| Article subject: | Direct impact. |
| Rubric (thematic category) | Education |
Part.
Plan.
Topic.
Lecture by K.F. Number 3.
Stage 5. Formation of reserves for credit risks
The Bank on the date of the re-insurance of the reserve for the loan on an individual basis, as the amount of the transfer of the balance sheet value of the loan (without adjusting the amount of the previously formed reserve) over the current rate of forward estimated future penny flows for this loan, according to the following formula:
Rіnd \u003d BVk - TVk,
de Rind - the amount of the reserve for the loan;
BVK - the balance sheet value of the loan, issued by the bank in accordance with the normative legal acts of the NBU from the accounting form, without adjusting the amount of the previously formed reserve;
TVK - the current rate of early assessment of future penny flows for a loan, was approved by the bank in accordance with the normative legal acts of the NBU from the accounting form. The next hour is the date of the current variance of future penny flows for a loan and the previous assessment is based on the improvement of the indicator of risk-free assets and the coefficient of liquidity of security.
ʼʼPharmacodynamics of drugsʼʼ.
1. Pharmacodynamics of L.S. Concept.
2. Mechanisms of action of L.S.
3. Types of action.
3. The selectivity of the action of L.S.
4.Dose and dose regimen.
part 2.
1. Dosing principles;
2. Influence of the individual characteristics of the organism;
3. Interaction of L.S.
4.Quality of life.
5. Adherence to treatment.
Section of K.F., studying the mechanics of the actions of L.S. (the essence of the processes of interaction of HP with tissues, cells, and subcellular receptors) and pharmacological effects (their features based on age, gender, nature and course of the disease, concomitant pathology).
In other words, F.D.-this is the interaction of L.S. with a living organism.
For this reason, the choice of L.S. for the treatment of a specific disease and a specific patient is based not only on knowledge of the mechanism of action, but also on knowledge of the features of the pharmacological effects of L.S. in pathological conditions characteristic of various age groups sick.
Mech-zm action L.S.:
most L.S. in the body act by changing the physiological systems of the body.
Under the influence of HP the course of processes changes: inhibition, excitation, which leads to suppression or strengthening of the pathological ones that caused the disease;
impaired functions are normalized and symptoms regress.
Next mechanisms of action of HP-distinguish:
1. On specific receptors;
2. Influence on the activity of enzymes;
3. Physical and chemical action on membranes;
4. Direct, cytochemical action.
Let's take a look at each of these types:
1. On receptors:
Receptors are nerve endings that have selective sensitivity to certain chemical compounds.
Given the dependence on the effect on receptors, they are divided into:
agonists and antagonists.
Agonists: these are substances that excite or increase functional activity.
Antagonists:
in-va, blocking or interfering with the action of specific agonists.
Substances are both those and others (in one package). Then the result of the action will depend on the initial physiological, functional
receptor activity. The number of receptors is not the same on the surface of the body. And it depends: on age, on forgetfulness, and on damage
cells, as well as from the use of L.S.
2 .For enzyme activity:
L.S. inhibit or enhance the activity of intracellular or extracellular enzymes.
The action of many HP associated with effects on the enzyme: adenylate cyclase or phosphodiesterase (regulating cyclic adenosine monophosphate
3.On cell membranes:
the action consists in changing the transmembrane electrical potential, as a result of the influence of HP. transport of ions across the cell membrane.
This is how they work:
Antiarrhythmic means;
Weds for anesthesia and local anesthetics;
Anticonvulsants;
Changes in the conduction of nerve impulses through synapses; the electrical activity of the cells is suppressed. This is typical for the cells of the neuromuscular system.
Selective interaction with intracellular molecules or structures leads to disruption of cell vital activity.
So, for example: the action of antibiotics or anticancer drugs;
or antiviral agents;
Selectivity of action L.S. = SELECTIVITY! Is the ability to have a certain (desired) effect and not have an unwanted side effect.
No HP, only the desired effect.,ᴛ.ᴇ. acting only-selectively! on the receptor!
The higher the selectivity of the drug, the higher the effectiveness of the drug!
L.S. with low selective activity act on many tissues, organs and systems of the body, causing a lot of side effects.
For example, morphine
Excellent analgesic drug, but causes vomiting, constipation, bronchospasm, sedative effect, depresses breathing;
another example: antitumor drug: suppresses growth of tumor cells, but causes an overwhelming effect on bone tissue, to the brain; intestinal mucus, etc.
The selectivity depends on the dose of the drug: the higher the dose, the lower the selectivity!
for example:
acyclovir, at a therapeutic dose, is non-toxic, and at a higher dose, it is super toxic!
β-blockers - on the myocardium (in a therapeutic dose, and in a high dose, they will cause bronchospasm, sharp! Or bronchial vasoconstriction!
Direct impact. - concept and types. Classification and features of the category "Direct impact." 2017, 2018.
Page 1
The direct impact is that the designers get a visual idea of how the created product will actually look like. The opposite is a more attentive attitude to the technological palette in order to choose from the existing opportunities those that are more in line with the plan, and if this is not possible, purposefully orient the enterprise towards improving the technology.
The direct impact is of a regulatory and corrective nature and consists in organizing public works, stimulating the creation of new jobs, developing a system of industrial training and retraining, stimulating or, conversely, curbing the development of production in certain regions, regulating the length of the working day, week, month, international migration of labor resources, organization of seasonal work. Indirect Impact on the labor market is to change the management in the direction of stimulating or slowing down the economy.
Only peremptory norms have a direct impact on the treaty. Such influence occurs regardless of the will of the parties. Moreover, as has been repeatedly noted, the agreed will of the parties, which diverges from the peremptory norm, is vicious, which means that in the event of a conflict of a contractual condition with such a norm, the latter has absolute priority. The dispositive norm is another matter.
A direct impact on the object of management also has a legal impact, which consists in the application of legal norms governing communications and relations in the process of production management. Rules of law are expressed in legislative acts, regulations and other documents emanating from the state.
Direct exposure is the application of a temporary irritant effect to the body, causing coughing, odor sensation, headache and similar phenomena that occur when the threshold concentration of the substance increases.
The direct impact of water is observed during storms, in emergency situations, during fire-fighting and anti-radioactive self-irrigation of premises. In some cases, marine electronic equipment is designed to operate submerged in water.
The direct effect of SONY is to reduce the oxygen-carrying capacity of the blood. However, there is also a secondary effect. SLEEP interferes with the realization of the oxygen carried by the rest of the hemoglobin. This further reduces the ability of the blood to carry oxygen. In some cases, with an 8-hour or greater exposure, concentrations of 10 to 15 ppm led individual patients to a deterioration in the ability to distinguish between time intervals. There is evidence that an exposure of 8 hours or more at a concentration of 30 ppm (35 mg/m3) leads to deterioration in the performance of certain psychomotor tests. Exposure at higher concentrations causes psychological stress in patients with heart disease.
The direct effect of carboxyhemoglobin is to reduce the ability of the blood to carry oxygen, in addition, it interferes with the implementation of oxygen carried by the rest of the hemoglobin, which further reduces the ability of the blood to carry oxygen. Carbon monoxide is odorless and tasteless, making it especially dangerous.
The direct effect of wind on the joint to be welded is unacceptable, since the wind increases the heat transfer and, as a result, increases the cooling rate of the zone adjacent to the seam, therefore, the effect of the wind is equivalent to an additional decrease in the ambient temperature during welding. To protect the joint from the direct action of the wind, the ends of the welded pipes and sections of small and medium diameters must be closed with wooden plugs, and those of large diameters with special plugs.
A less direct effect of the government is based on the fact that taxes are costs and therefore determine the position of the firm's supply curve. offending firm those external or spillover costs that the private firm would otherwise avoid, and thus eliminate over-allocation of resources.
Direct influence of the heating source on the thermocouple is not allowed. The method of preparing the surface of the samples and the size of the gap are set in accordance with technological process manufacture of soldered products.
The direct effect of ultraviolet rays on the yeast in the yeast suspension is carried out in the cascade (shelf) type vitaminizers. In such vitaminizers, the yeast suspension from the upper distribution box flows down in a thin layer along the shelves arranged in the form of a cascade and is irradiated. To increase the vitamin content, the suspension is passed through the cascade repeatedly.
No direct impact of ultrasound with the parameters used in NDT on the health of flaw detectorists was found. The intensity of the radiation used is hundreds of times less than the requirements of the state standard for equipment that creates ultrasound. It is recommended to design transducers with a housing separated from the piezo emitter by an air gap, which is taken into account by the vast majority of manufacturers. If this is not provided for by the transducer design, work should be done with cotton gloves.
There was no direct impact of Mongolian law on Russian law.
The extinction of some and the emergence of other animal species is inevitable and natural. This happens in the course of natural evolution, with changing climatic conditions, landscapes as a result of competitive relationships. This process is slow. Before the appearance of man on Earth, the average life expectancy of a species in birds was about 2 million years, mammals - about 600 thousand years. Man hastened the death of many species.
Since 1600, when the extinction of species began to be documented, 94 species of birds and 63 species of mammals have become extinct on Earth (Fig. 2.). The death of most of them is associated with human activity (Fig. 1).
Rice. one. Reducing the number of whales
Rice. 2. Increase in the number of species of extinct birds every fifty years (from 1600 to 2000)
Man, by his activity, strongly influences the animal world, causing an increase in the number of some species, a decrease in others and the death of others. This impact can be direct or indirect.
A direct impact (persecution, extermination, resettlement, breeding) is experienced by game animals, which are hunted for fur, meat, fat, etc. As a result, their numbers are decreasing, and some species are disappearing.
To control agricultural pests, a number of species are relocated from one area to another. At the same time, it is not uncommon for settlers to become pests themselves. For example, the mongoose, brought to the Antilles to control rodents, began to harm ground-nesting birds and spread rabies among animals.
The direct effects of humans on animals include their death from pesticides used in agriculture, and from poisoning. emissions industrial enterprises.
Indirect influence of man on animals appears due to changes habitat when cutting down forests, plowing steppes, draining swamps, building dams, building cities, towns, roads, etc.
Some species in a human-modified environment find favorable conditions for themselves and expand ranges. Thus, house and field sparrows, following the advance of agriculture to the north and east in the Palearctic, reached the tundra and the Pacific coast. Following the appearance of fields and meadows, the lark, lapwing, starling, and rook moved far to the north.
Under the influence of economic activity arose anthropogenic landscapes with their characteristic fauna. Only in settlements in the subarctic and the temperate zone of the northern hemisphere are the house sparrow, city swallow, jackdaw, house mouse, gray rat, crow, and some insects found.
Most animal species cannot adapt to the changed conditions, are forced to move to new areas, reduce their numbers and die. So, as the European steppes were plowed up, the number of marmots-babaks was greatly reduced. Together with the marmot, the shelduck duck that nested in its burrows disappeared. Steppe birds - the bustard and the little bustard - have disappeared in many areas of their distribution.