Planning for the implementation of the strategy. Strategic planning

12.10.2019

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Introduction

1. Intra-company planning as the most important function of Management

1.1. The role of planning in an organization. Types of plans

1.2. Features of planning in market conditions

2. Strategic planning

2.1. The concept, purpose and characteristics of the strategic planning process

3. Tactical planning

3.1. Concept, purpose, main stages of tactical planning

Conclusion

Bibliography

Introduction

Experience shows that organizations that plan their activities operate more successfully than organizations that do not plan their activities. In an organization using planning, there is an increase in the ratio of profit to the volume of sales, an expansion of the scope of activities, an increase in the degree of satisfaction with the work of specialists and workers.

Most large Russian enterprises have a long history of socialist planning. The practice of this planning had negative consequences, primarily related to the restriction of freedom of planning and freedom of action. Russian economic reforms paved the way for the economic freedom of enterprises. As a result, having felt the air of freedom, many partially or even completely tried to free themselves from the "fetters" of planning. However, the improvisation of activities did not lead to optimal results. Having formed, many small businesses did not make a single business transaction. Today, approximately one third of registered small and medium-sized enterprises are not economically functioning. If we talk about large enterprises, then a huge number of them are in a state of insolvency. There are many reasons for this state, but among them is the lack of qualified planning.

But still, increasing competition, the emergence of new markets, including financial ones, and financial stabilization measures carried out in our country lead to the fact that enterprises are forced to develop competitive strategies and plans.

What is planning?

Planning is one of the economic methods of management, acting as the main means of using economic laws in the process of managing. Planning serves to prepare decision making.

1. Intra-company planning as the most important management function

The content of intra-company planning as a function of managing a large industrial firm consists in a reasonable determination of the main directions and proportions of the development of production, taking into account the material sources of its support and market demand. The essence of planning is manifested in the specification of the development goals of the entire company and each unit separately for a specified period; determination of economic tasks, means of achieving them, timing and sequence of implementation; identification of material, labor and financial resources necessary to solve the tasks.

Thus, the purpose of planning as a management function is to take into account in advance, if possible, all internal and external factors that provide more favorable conditions for the normal functioning and development of enterprises that are part of the company. It provides for the development of a set of measures that determine the sequence of achieving specific goals, taking into account the possibilities for the most efficient use of resources by each production unit and the entire company. Therefore, planning is designed to provide interconnection between the individual structural divisions of the company, including the entire technological chain: research and development, production and marketing. This activity relies on identifying and predicting consumer demand, analysis and evaluation of available resources and prospects for the development of economic conditions. Hence the need to link planning with marketing and control in order to constantly adjust production and sales figures following changes in market demand. The higher the degree of monopolization of the market, the more accurately TNCs can determine its size and influence its development.

The need for planning in modern multinational corporations stems from the enormous size of the socialization of production carried out on an international scale; specialization and co-operation of production within the vast economic complexes of industrial firms; numerous structural divisions within the firm; close intercompany ties with suppliers of raw materials, semi-finished products, components included in a single technological process, as well as from the requirements of scientific and technological progress - to quickly take into account and master the latest achievements of science and technology. In the same direction, there is such a factor as the desire of TNCs to subjugate the market, to increase their influence on the formation of consumer market demand.

The development of planning is directly related to the growing trend towards centralization in the management of TNCs and is designed to link the activities of all departments, subordinating it to a single development strategy. Intra-company planning within the framework of TNCs covers both current and long-term planning, carried out in the form of forecasting and programming.

If long-term planning is designed to determine the general strategic goals and directions for the development of the company, the resources necessary for this and the stages of solving the tasks set, then the current plans developed on its basis are focused on the actual achievement of the intended goals based on the specific conditions and market conditions at each given stage of development. Therefore, the current plans supplement, develop and correct the promising directions of development, taking into account the specific situation.

Depending on the content, goals and objectives, the following forms of planning and types of plans can be distinguished:

Forms of planning depending on the duration of the planning period:

long-term planning (forecasting);

medium-term planning;

current (budget, operational) planning.

1.1. The role of planning in an organization. Types of plans

From a general economic point of view, planning is a mechanism that, in intra-company activity (within a corporation), is to a large extent capable of replacing prices and the market. Within the framework of a market system, prices are the main coordinator of the actions of its participants. It is prices that determine the volumes and methods of production and consumption of goods that are beneficial for sellers and buyers. The enterprise, as a participant in the market system, is forced to obey the price mechanism, the law of supply and demand, since it cannot eliminate their effect. However, in the internal environment of each economic unit, the price mechanism is replaced by conscious actions and rational decisions of entrepreneurs and managers. Hence the internal nature of the firm is based on a system of planned decisions.

The success of the entrepreneurial activity of an organization (enterprises, firms, companies) is predetermined primarily by how carefully thought out and defined the goals of the business and the means to achieve them. Planning is especially important for optimizing decisions, as it implies a systematic approach to work. Making the right management decisions, ensuring their effectiveness in market conditions is impossible without the use of planning. It is no coincidence that planning is considered one of the key functions of management. Planning acts as a set of actions, such as research, analysis and others carried out in order to determine a set of decisions aimed at achieving the goals set by the organization.

The main task of planning is to, as far as possible under given conditions, find the optimal solution to the problems facing the organization. The manager plans because he must anticipate and act ahead of time. This will avoid many mistakes and make better use of the available opportunities.

With the help of planning, uncertainty is eliminated, the goals facing the organization, measures to achieve them are more clearly defined; conditions are created for the identification and development of a creative element in management; errors can be avoided in future work; maximize competitive advantage, prevent possible mistakes. Planning helps to track new trends in the development of the market, its innovative tools and use them in their activities; reduce the impact of weak points, shortcomings in the activities of the enterprise; take timely protective measures against different kind risks; more accurately and on a larger scale to evaluate the results of production and commercial activities organizations; anticipate and act in the upcoming market situation.

The value of planning for business is also determined by the fact that it: opens up the possibility of finding management solutions for using favorable conditions in the future; clarifies and clarifies emerging problems, which helps to avoid erroneous decisions; orients managers to the implementation of their own management decisions in further work; forms the basis for the search and implementation of solutions that ensure the coordination of actions in the organization; creates prerequisites for improving the training and quality of work of managers; expands the possibilities in providing the management of the enterprise with the necessary information; contributes to a more rational distribution of resources; significantly facilitates and improves control over the decisions made in the organization.

In general, the presence of a detailed plan allows you to actively develop entrepreneurship, attract investors, partners and credit resources, and provides an objective basis for choosing the best solutions.

Types of plans:

1) depending on the content of economic activity - R&D plans; production; sales; logistics; financial plan;

2) depending on the organizational structure of the company - plans for the production department; subsidiary plans.

The level and quality of planning are determined by the following important conditions: the competence of the company's management at all levels of management; qualifications of specialists working in functional units; the presence of an information base and the provision of computer equipment.

It is possible to highlight some characteristics planning depending on the goals:

in American companies, the main thing is the unification of the strategies of all departments and the allocation of resources;

in English companies - orientation to the distribution of resources;

in Japanese companies - focus on innovation and improving the quality of solutions.

Planning involves: a reasonable choice of goals; policy definition; development of measures and activities (mode of action); methods for achieving goals; providing a basis for subsequent long-term decisions.

Planning ends before the start of actions to implement the plan. Planning is the initial stage of management, but it is not the only act, but a process that continues until the completion of the planned set of operations.

Planning is aimed at the optimal use of the company's capabilities, including best use all types of resources and the prevention of erroneous actions that could lead to a decrease in the efficiency of the company.

Planning includes determining:

final and intermediate goals;

tasks, the solution of which is necessary to achieve the goals;

means and ways to solve them;

the required resources, their sources and method of distribution.

Depending on the direction and nature of the tasks to be solved, there are three types of planning: strategic, or long-term; mid-term; tactical, or current (budget).

Strategic planning consists mainly in determining the main goals of the company's activities and is focused on determining the intended final results, taking into account the means and methods for achieving the goals and providing the necessary resources. At the same time, new capabilities of the company are also developed, for example, the expansion of production capacity by building new enterprises or acquiring equipment, changing the profile of an enterprise or radically changing technology. Strategic planning covers a period of 10-15 years, has long-term consequences, affects the functioning of the entire management system and is based on huge resources.

Current planning is to determine intermediate goals on the way to achieving strategic goals and objectives. At the same time, the means and methods for solving problems, the use of resources, and the introduction of new technology are developed in detail.

TNCs in modern conditions began to pay more and more attention to the development of long-term planning as a tool for centralized management. Such planning, covering a period of 10 to 20 years (usually 10-12 years), provides for the development of general principles for the company's orientation to the future (development concept); determines the strategic direction and development programs, the content and sequence of the implementation of the most important activities that ensure the achievement of the goals set. Forward planning helps to make decisions on the complex problems of the company's activities on an international scale:

determination of directions and sizes of investments and sources of their financing;

introduction of technical innovations and progressive technology;

diversification of production and renewal of products;

forms of foreign investment in terms of the acquisition of new enterprises;

improvement of the management organization for individual divisions and personnel policy.

Since the assessment of prospects in the conditions of the spontaneous development of the world market is extremely uncertain, long-term planning cannot orient the company to achieve quantitative indicators and therefore is usually limited to the development of only the most important qualitative characteristics specified in programs or forecasts. Through them, the coordination of promising areas of development of all departments of the company is carried out, taking into account their needs and resources. On the basis of the program, medium-term plans are being developed, which already contain not only qualitative characteristics, but also quantitative indicators, detailed and concretized in terms of the choice of means to achieve the goals outlined in the framework of long-term planning.

In the long-term planning system, depending on the methodology and goals, they usually distinguish between long-term planning and strategic planning.

The long-term planning system uses the extrapolation method, i.e. using the results of indicators of the past period and, on the basis of setting optimistic goals, spreading somewhat inflated indicators for the future period. Here, the expectation is that the future will be better than the past.

In the system of long-term planning, goals are translated into action programs, tactical plans and budgets (annual plan), profit plans developed for each of the main divisions of the company. Then the programs, tactical plans and budgets are carried out by these units and the deviations of the actual indicators from the planned ones are determined.

Long-term planning systems are used in 70-80% of the largest Japanese corporations, where planning is organized as follows:

* 5-10 key strategies are selected and a long-term development policy is formed around them;

* at the same time, medium-term plans are being adopted to combine strategies into a single whole and link with the allocation of resources;

* top management defines goals for each unit, and the latter develops quantitative plans to achieve these goals using the "bottom-up" method.

Long-range planning scheme

The purpose of strategic planning is to give a comprehensive scientific justification for the problems that the company may face in the coming period, and on this basis to develop indicators of the company's development for the planning period.

The basis for developing a strategic plan is:

* analysis of the development prospects of the company, whose task is to identify trends and factors influencing the development of relevant trends;

* analysis of positions in the competitive struggle, the task of which is to determine how competitive the company's products are on different markets and what the firm can do to improve performance in specific areas if it follows optimal strategies in all activities;

* choice of strategy based on an analysis of the prospects for the development of the company in various types activities and prioritization of specific activities in terms of their effectiveness and resource availability;

* analysis of directions for diversification of activities, the search for new more efficient activities and the definition of expected results.

When choosing a strategy, it must be borne in mind that new strategies, both in traditional industries and in new areas of business, must correspond to the accumulated potential of the firm.

As can be seen from the diagram, perspectives and goals are linked to develop a strategy. Current programs guide operational units in their daily work to ensure ongoing profitability; strategic programs and budgets lay the foundation for future profitability, which requires the creation of an execution system built on project management.

The strategic plan is expressed by the strategy of the corporation. It contains decisions regarding areas of activity and the choice of new directions. It can list major projects and set their priorities. It is developed at the level of senior management. Usually the strategic plan does not contain quantitative indicators.

Medium-term plans most often cover a five-year period as the most appropriate period for the renewal of the production apparatus and product range. They formulate the main tasks for a specified period, for example, the production strategy of the company as a whole and each division (reconstruction and expansion of production capacities, development of new products and expansion of the range); sales strategy (the structure of the sales network and its development, the degree of control over the market and the introduction to new markets, the implementation of activities that promote sales expansion); financial strategy (volumes and directions of investments, sources of financing, structure of the securities portfolio); personnel policy (composition and structure of personnel, their training and use); determination of the volume and structure of the necessary resources and forms of material and technical supply, taking into account intra-company specialization and cooperative production. Medium-term plans provide for the development in a certain sequence of measures aimed at achieving the goals outlined by the long-term development program.

The medium-term plan usually contains quantitative indicators, including in relation to the allocation of resources. It provides details by product, investment and funding sources. It is developed in production departments.

Current planning is carried out through detailed development (usually for one year) of operational plans for the company as a whole and its individual divisions on an international scale, in particular, marketing programs, research plans, production plans, logistics. The main links of the current production plan are calendar plans (monthly, quarterly, semi-annual), which are a detailed specification of the goals and objectives set by the long-term and medium-term plans. Production schedules are compiled on the basis of information about the availability of orders, their availability of material resources, the degree of utilization of production capacities and their use, taking into account the stipulated deadlines for the execution of each order. Production schedules include expenditures for the reconstruction of existing facilities, replacement of equipment, construction of new enterprises, and training of the workforce. Sales and service plans include product exports, overseas licensing, technical services and maintenance.

Operational plans are implemented through a system of budgets or financial plans, which are usually drawn up for a year or a shorter period for each individual unit - profit center, and then consolidated into a single budget, or financial plan of the company. The budget is formed on the basis of the sales forecast (mainly the supply of orders and the allocation of resources) that is necessary to achieve the financial indicators planned by the plan (for example, such as sales, net income and rate of return on invested capital). When compiling it, first of all, indicators developed in long-term or operational plans are taken into account. Through the budget, the interconnection between long-term, current and other types of planning is carried out.

The firm's budget is an expression of the operating plan in terms of monetary units; it seems to link the operational and financial plans, making it possible to foresee the final result of the activity, i.e. size and rate of return. Budgeting is usually carried out by different services or special sectors. Special committees, consisting of top administrators, consider the already prepared budget. The head of the firm approves the budget and is responsible for the effectiveness of the methods for its development. The basis of the budget is the sales forecast and the calculation of production costs. Based on the sales forecast, plans for production, supply, stocks, scientific research, capital investment, financing, cash receipts. The budget of the company covers all aspects of its activities and is based on the operational plans of the departments and the enterprise of the company, therefore it also serves as a means of coordinating the work of all parts of the company.

1.2. Features of planning in market conditions

The methodological feature of planning within the framework of TNCs is the widespread use of the program-target approach, which provides for the need to accurately formulate the goals of the company and link them with resources. Usually, goals are developed for a long-term perspective and determine the main directions of the company's development program. At the same time, clear tasks are formulated for each division of the company and its place and role in achieving common goals are determined. In particular, not only the total amount of profit and the rate of return are determined, but also various regulatory indicators related to the implementation of the functions of marketing, financing, etc.

Thus, in the plans developed by firms, both strategic and current, the main tasks of economic policy for a certain period and specific ways to solve them are formed: the necessary material and financial resources are determined, as well as methods for their most effective use, taking into account the prevailing conditions on an international scale. . In other words, the planning methodology is focused on ensuring the linkage of goals with resources, determining the sequence of means and methods for the most effective achievement of the set goals and the resulting tasks within each business unit of the entire company.

Organizationally, the process of central planning in most of the largest firms is carried out "top down". This means that planning directives are developed at the highest level of management. Here the goals, main directions and main economic tasks of the development of the company are determined and attempts are made to interconnect all the links of the production mechanism. Then, at lower levels of management, these goals and objectives are specified in relation to the activities of each division, down to a subsidiary and a separate plant. This is purely technological planning, which establishes the proportions and volumes of production for all types of products. After the appropriate coordination of plan targets with specific executors, the plans are finally approved by the top management. Such an organization of the planning process indicates the centralization of the most important decisions in the field of planning in the top management of the parent company and at the same time provides a certain independence for production departments and subsidiaries in the development of calendar plans based on indicators common to the entire company.

In order to be able to correctly determine the goals and objectives for each division, the top management of a TNC must have data on the state and development of each specific market and each individual product on the market.

This data is usually contained in the marketing programs that form the basis for the development of the plan in all departments.

The apparatus that carries out intra-company planning includes functional units at different levels of management. The highest level of the planning system is made up of committees under the board of directors. In some companies these are planning committees, in others they are development committees or central development departments. They, as a rule, include representatives of the top management of the company, who prepare decisions on the most important issues strategies and policies of the company, perform technical, coordinating and analytical functions, participate in the formulation of the main goals and objectives of the company for the long term. The recommendations prepared by them are submitted for consideration by the board of directors and, after approval, are included in the form of specific measures in the company's long-term development plan. It can be said that at this level of management, initial provisions are formed for the optimal distribution of intra-company resources during a certain planning period.

The next link in the planning apparatus is the central planning service, whose functions include developing long-term and current plans, coordinating them with production departments or subsidiaries, adjusting and clarifying planned indicators, and monitoring their implementation. She draws up forms of planning documentation, advises senior management on planning issues. The central planning service carries out its activities in close contact with other departments, as well as with planning services in production departments, receiving from them all the information necessary for the development of plans.

Central planning services are available in almost all large companies. However, organizationally and structurally, the central service can be built in different ways and differ in the nature of the functions performed. In some companies, the functions of the central planning service are performed by planning departments that are part of other central services. In production departments, the planning apparatus is represented by the planning department, whose functions include drawing up monthly, quarterly, semi-annual and annual, summary and current production plans for the department as a whole. Usually, these plans summarize the indicators received from each unit. In subsidiaries or individual plants, planning functions are usually performed by operational and current planning and control services, whose task is to draw up plans for each shift, day, week, month, quarter, half year, year, taking into account the restrictions that are determined by corporate goals ( this applies primarily to capital investments, since production departments, for example, in American companies, usually have the right to make independent decisions on capital investments in an amount not exceeding $ 100,000).

Since the functions of operational planning and operational control over the implementation of the plan are concentrated in one body in the production department, this allows you to timely identify deviations from the plan and make adjustments to the planning process.

The organization of the planning process in different TNCs has its own distinctive features, due to differences in the organizational structure of management in general and the nature of the production and technical process. These differences relate both to the timing of planning periods, and the planning procedure itself and the functions of individual units involved in planning issues. When developing long-term plans firms often set different planning periods for the parent company and for its overseas affiliates and subsidiaries, as well as different schedules for different types of plans (for example, a 15-year R&D plan and a seven-year strategic plan).

Practice shows that in American companies plans are drawn up, as a rule, in production departments. According to some data, about 2/3 of American companies plan "from the bottom up", 1/3 - based on the interaction of all levels of management, and there is no "top-down" planning at all.

The plans developed by the operational units are reviewed by the central planning service, the labor relations service and then by the board of governors under the chief administrator. Once approved by the board of directors, the plan takes on a directive character.

In English companies, the formation of plans in the production departments also predominates, where the initial plan is prepared. The planning department (service) of the company develops directives that go to the linear planning department (production department) to take into account its performance when drawing up the original plan. Here, just as in American companies, the planning is based on the principle "the contractor plans."

The process of making strategic decisions in Japanese companies is carried out either "from top to bottom" or is interconnected by higher and lower levels of management.

In Japanese companies, innovation is more often introduced from the top down. At the same time, the tactics of operational activities are usually developed by the personnel management department, and decision-making is of a group nature.

The central planning department in Japanese companies plays a much more important role than in American ones. It is usually the planning department that develops the plan, with some input from the line planning departments and the HR department. The plan drawn up by the planning department is reviewed by the management committee, and the final decision is made by the management committee and the president, who is also the general manager. In Japanese companies, this is largely due to the fact that their degree of diversification is less than that of American and British companies.

The management committee in Japanese companies is the most important group decision-making body, it is at the highest level of the organizational structure. Characteristically, in Japanese companies, strategic plans are rarely submitted to the Board of Directors for consideration.

Since most of the board members are permanent employees of Japanese companies, duplication of decisions made by the management committee does not seem necessary.

Unlike Japanese companies in American and British companies, the final decisions are made by the board of directors or the managing director (chief administrator). The role of committees in making final decisions on planning and strategy development is insignificant. However, they usually have 1/3 of the boards of directors made up of people who do not work in the corporation, so their involvement in solving strategic issues is necessary, since capital investments, especially significant ones, directly affect the interests of shareholders, and risky investment proposals at this stage can be rejected.

Summing up what has been said, we can conclude that intra-company planning in TNCs is turning into a special sphere of economic activity, objectively necessary at the current level of socialization of production.

2. Strategic planning

The market, influencing the activities of the company, requires not just planning, but strategic planning, which involves the development and implementation of a strategy in relation to the market, to competitors, to buyers.

The theory of strategic planning was developed in the 60s. This was the beginning of a new stage in the development of the theory of management and planning.

Strategic planning, which has come to replace long-term planning, is different from it. The main difference is in the interpretation of the future. The long-range planning system assumes that the future can be predicted based on existing growth trends. Leaders of organizations usually proceed from the fact that in the future the results of activities will improve. Therefore, when planning, optimistic goals are set.

The strategic planning system does not assume that the future will be better than the past and that it can be studied by projecting established trends into subsequent periods. Therefore, in strategic planning, an important place is given to the analysis of the prospects of the organization, trends, dangers, opportunities that can change the current and current trends are clarified.

Another difference is that the strategy is not an indicator of time, but the direction of development. The strategy includes the entire set of global ideas for the development of the company, and not only focuses on a specific period.

Strategy planning establishes the general direction that will ensure the growth and direction of the organization.

The main principle of strategic planning is adaptability, which implies the existence of an alternative plan and strategy to which the organization is moving. It is the organization's response to changes in its external environment.

2.1. The concept, purpose and characteristics of the strategic planning process

The term "strategy" came to business from the military field. According to the military, strategy is a part of military art that determines the general nature of armed struggle with the aim of achieving victory. The great strategist of antiquity was Alexander the Great.

A strategy is a set of rules that guide an organization when making management decisions. At the same time, the strategy is seen as an overall comprehensive plan designed to ensure the implementation of the mission and achievement of the goals of the organization.

We give the following definition of a strategy.

Strategy is the optimal set of rules and techniques that allow you to realize the mission, achieve the global and local goals of the company.

What is the organization's mission?

The mission of the company determines its status, declares the principles of its functioning, statements, the actual intentions of its leaders. This is the most general purpose of the enterprise, expressing the reason for its existence. It expresses the organization's aspirations for the future, showing where efforts will be directed and what values will be prioritized.

* description of products (services) offered by the organization;

* definition of the main consumers, clients, users;

* goals of the organization - survival, growth, profitability, etc.;

* technology: characteristics of equipment, technological processes, innovations in technology;

* philosophy: basic views and values of the organization are expressed;

* an internal concept, which describes the company's own opinion about itself, the sources of its strength, survival factors;

* the external image of the company, its image, emphasizing the economic and social responsibility of the company to partners, consumers, society as a whole.

The mission should not include profit as a goal, since profit is an internal issue (albeit a very important one). At one time, G. Ford defined the mission of the Ford company as providing people with cheap transport. He noted that in this case, the profit is unlikely to pass by. Here are some examples of mission statements:

1) Investment company,

We are ready to invest capital in any area that works profitably and has the potential for further growth.

2) Mini milk processing plant,

Our goal is to provide a solution to the problems of selling milk to farmers, private traders, to stimulate the creation and development of farms and private households.

Our goal is to provide the population with high-quality, diverse, affordable products.

The significance of the mission for the activities of the enterprise is special. It lies in the fact that the mission:

* is the basis for all planned decisions of the company, for further definition of its goals and objectives;

* helps to focus the efforts of employees in the chosen direction, unites their actions;

* provides understanding and support among external participants of the organization (social environment). When defining the mission, the period within which it must be implemented must be determined. The deadline for completing the mission must be visible so that the current generation of workers can see the results of their work.

The further process of strategic planning is shown in the diagram.

Scheme. Stages of the strategic planning process

This diagram shows that the planning process consists of successive stages.

If the beginning of strategic planning is the choice of the mission, then the second place is given to setting goals. They are established within the mission and in its development. They express individual specific activities of the organization; underpin any business decision; serve as a guide for the formation of specific planned indicators.

The requirements for goals are:

* concreteness and measurability; goals should reflect specific key aspects of production and have a specific numerical expression;

* orientation in time; all goals must be painted along the lines;

* achievable: goals should be realistic;

* Compatibility of the goals of the company as a whole and the goals of its divisions. Otherwise, you get the effect of a swan, cancer and pike.

Having defined strategic goals, it is important to prioritize them, to rank them, because there is no way to solve all problems at the same time.

One of the most common reasons for planning failure is the lack of clear and thoughtful goal setting.

The main task in strategic planning is the organization's adaptation to the external environment. Necessary condition successful actions to adapt the organization to the external environment is a clear knowledge of the situation, its opportunities and the dangers that lurk in it. Realization of the organization's goals is also impossible without the concentration of resources and efforts in the most important areas, without effective internal coordination of activities. To do this, you need to clearly understand the situation within the organization, its weak and strengths and active forces.

When analyzing the external environment, first of all, attention is paid to changes that may affect the strategy of the organization, as well as factors that, on the one hand, can create a serious danger to the organization's activities, and on the other hand, open up additional opportunities for it. Usually economic, technological, competitive, market, social, political, international factors are considered.

At the same time, with the help of special coefficients, the comparative significance of the factors is determined.

After conducting an analysis of the external environment and having received data on factors that pose a danger or open up new opportunities, management moves on to an analysis of the internal environment. This analysis assesses whether the firm has the internal strength to take advantage of opportunities and what internal weaknesses may complicate future challenges from external threats. The analysis is based on a management survey of the following functional areas;

* marketing;

* Finance (accounting);

* production;

* personnel;

* organizational culture and image of the organization, As a result, management identifies those areas that require immediate intervention; those that can be relied upon in the development and implementation of the organization's strategy.

After assessing the dangers and opportunities, the company, using the methods of strategic analysis, formulates various options for the strategy, reveals the relative position of each alternative direction of activity. Then the best strategy is selected depending on the mission and goals of the company, development prospects, internal culture, environmental factors, acceptable risk level and develops the final version of the company's strategic plan.

The following strategies are possible;

* limited growth;

* reduction;

* various combinations of these three alternatives.

A limited growth strategy is a strategic alternative that is characterized by goals set at the level of past performance, adjusted for inflation. Most often used in well-developed industries with a static external environment.

Growth strategy - a strategy in which the level of short-term and long-term goals of each year is significantly increased in relation to the previous year.

The reduction strategy is a strategic alternative, which is characterized by the establishment of the achieved level or the exclusion of certain activities.

A combination of different strategies is usually used by firms active in different industries.

At subsequent stages, medium-term plans and programs are prepared.

Based on the strategic plan and the results of medium-term planning, annual operational plans and projects are developed.

In conclusion, the prerequisites for the formation of new planned programs are determined, based on what the organization has managed to achieve in the implementation of plans and what has not.

In general, planning is a closed loop with a direct link (strategy development - implementation and control) and feedback (accounting for the results of implementation - plan refinement).

Strategic planning makes sense only when it is implemented in the management of the organization, when the organization links its actions with its plans and allocates the resources necessary for their implementation. In other words, the organization must develop a clear program of action and establish a process for implementing the actual plan.

What is a program of action?

This is a program that includes the purpose, timing and procedure for implementing activities, guidance for their implementation, total need for funds, personnel and resources, additional need for resources and equipment, expected profit from the implementation of the program, financial results. The calculations are based on the goals of the strategy, and their correction is carried out in accordance with the factors identified in the course of long-term planning that can have a positive or negative impact.

The company's strategy is implemented in operational plans. The short-term plans of the organization, developed on the basis of strategic plans, are the tactics of the organization, reflecting the short-term goals, consistent with its long-term goals. Tactics usually cover the short and medium term.

As a rule, tactics are developed by the middle management of the organization.

The operational plan characterizes the company's activities in a competitive environment, reflects its behavior in the market, provides for measures to produce products and profitability of business operations, establishes a framework for developing a labor incentive system. In the operational plan, not only goals and objectives are specified, but it is also clearly fixed how the tasks will be solved and who is specifically responsible for this. The operational plan is a detailed and comprehensive document. Its content includes:

* corporate strategy;

* setting financial goals reflected in the structure of the balance sheet and financial statements;

* strategic goals;

* detailed action plan;

* human resource development plan.

An integral part of operational planning is a business plan, a financial plan, a marketing plan, a production plan, and a procurement plan.

The operational plans of the divisions include an assessment of the state of the business, key financial objectives, the strategy of the division, requirements for support from other divisions, and an action plan.

The operational plan of the unit consists of sections.

The first section sets out the main economic and financial forecasts based on the study of the external environment, markets and competition. The economic, legal, political and social factors that can have a positive and negative impact on the company's actions in the planning period are clarified. Each unit is obliged to find opportunities for normal activity even in the face of restrictions and barriers. These opportunities should be reflected in the operational plan.

The second section of the operational plan sets out the status of the unit, identifies their strengths and weaknesses, and vulnerability. Labor productivity, staffing are determined; personnel and management personnel are evaluated.

In the operational plan of the unit, the requirements for its support from other services and divisions of the company are also formulated.

The planning department coordinates the work on organizing support. It sends the necessary information to the relevant interdependent departments.

The final section of the operational plan contains a program for the implementation of the plan: specific tasks, dates for their implementation, those responsible for the implementation of tasks, forms of reporting on the progress of work, conditions for the implementation of the plan and possible obstacles.

The results of the implementation of tactical plans can appear quite quickly. Evaluation of the progress of the plan is carried out monthly or quarterly.

Thus, tactical plans can be quickly evaluated and, based on the results of the evaluation, appropriate adjustments can be made to the actions and future plans of the organization.

A widely used technology for both strategic and tactical planning is program-target planning. It lies in the fact that when developing a target program, its composition, main activities and subprograms are determined. After that, the goals and objectives of the main and supporting subprograms are formulated. Then, sequentially by hierarchical levels, a tree of goals is formed.

For example, building a program according to a four-level principle provides for: the program as a whole (general goals), subprograms, blocks of activities, individual activities (lower level of the goal tree).

Each event must meet the goals of a higher hierarchical level and be financially supported. For each event, the costs and expected effect must be determined.

The main feature of targeted programs is that each specific event plays a certain role in achieving a specific goal that ensures the achievement of the general goals of the program.

In addition to strategic and tactical plans, when managing an organization, its policy should be defined - a general guide for actions and decisions aimed at achieving goals,

The policy of the organization is determined by top management for a long period. It contains the main methods and mechanisms for achieving goals, establishes a policy in the field of technological development and marketing, and requirements for personnel. At the same time, politics is not a rigid recommendation of decisions to be made, leaving freedom of choice of actions, protecting against making short-sighted decisions,

So, we have considered the model of strategic planning. In practice, various strategic planning schemes are used (Western, Eastern, American, Japanese).

In Japan, for example, the four-stage strategic planning model has become widespread.

Stage 1. Formation of prerequisites. Collection of information about the environment, activities of industry enterprises, competitors. Making forecasts for the future. Threat assessment from outside. Comparison of past performance and the current state of the firm.

Stage 2. Statement of problems. Determination of the company's growth rate (at least 10% per year). Forecast of results subject to maintaining the current policy. Determining the level of claims. Comparison, detection of gaps. Development of a strategy to close the gaps.

Stage 3. Development of a long-term strategy. The procedure includes three aspects: a) development of long-term goals; b) drawing up long-term projects; c) the adoption of a course of long-term policy.

Stage 4. Formulation of medium-term plans. Promotion of medium-term projects, linking them to resources. Preparation of product assortment plans. Preparation of development plans (production capacity, personnel, profit).

In Japan, of course, other models are also used. So, the Hitachi company adopted a five-stage model. At the first stage, information about the environment is collected and an analysis of the current state of the company is carried out. In the second, strategic problems are identified. In a certain sense, the model "company growth - market share" is used here. At the third stage, the goals of the company and its production policy are formed. The fourth stage is devoted to the development of branch plans: a plan for the sale of each product; production plan; a plan for expanding production capacity; personnel plan; profit plan. The fifth stage is the preparation of a document that embodies the future production strategy of the company.

However, all variations do not affect strategic ideas and views on the future. In the main, all the current schemes are similar: goal setting, assessment of the current state, choice of strategy, preparation and implementation of the plan.

As for the types of strategies, the following stand out:

* price leadership, in which the company tries to put itself at the head of the market by setting prices for products below those of competitors;

* differentiation, when a company achieves competitiveness by releasing a higher quality product;

* focus - concentration on a specific market segment.

Depending on its position in the market, a company may adopt one of several competitive strategies. The market leader strategy is used to maintain a leading position by expanding demand, protecting current market share, and expanding the market. The market challenge strategy is used by the company in second place to achieve leadership through price discounts, product upgrades, and selective promotion. The niche market strategy is used by a company that is interested in a small niche market that is more large companies cannot be seen or replaced.

Other strategies are also used.

In conclusion, it should be noted that the main condition for the effective functioning of strategic planning is the constant attention to it from top managers and the involvement of a wide range of employees in the development and implementation of strategies.

Stages of the strategic planning process

1. Mission of the organization.
2. Goals and values of the organization.
3. Assessment and analysis of the external environment.
4. Management survey of strengths and weaknesses.
5. Analysis of strategic alternatives.
6. Choice of strategy.
7. Implementation of the strategy.
8. Strategy evaluation.

rice. 2 Strategic planning process

1. Mission of the organization

The first and most important decision in planning will be the choice goals organizations - its mission and specific goals.
The main overall goal of the organization, i.e. a clearly expressed reason for its existence - denoted as its mission. Goals are developed to carry out this mission.

The goals developed on its basis serve as criteria for the entire subsequent process of making managerial decisions. If leaders do not know what the main purpose of their organization is, then they will not have a logical starting point for choosing the best alternative.
The mission details the status of the firm and provides direction and benchmarks for setting goals and strategies at various organizational levels. The organization's mission statement should include the following:

The task of the firm in terms of its main services or products, its main markets and main technologies, i.e. What kind of business activities does the company do?
The external environment in relation to the firm, which determines the operating principles of the firm.
Organization culture. What type of working climate exists within the firm? What type of people are attracted to this climate?

Viewing the mission in terms of identifying the basic needs of customers and effectively satisfying them, management actually creates customers to support the organization in the future.

The mission serves as a guideline on which leaders base their decisions. Choosing a target that is too narrow can limit management's ability to find alternatives in decision making. Choosing a mission that is too broad can hurt the organization's success.

2. Values and goals of top management

Values are formed by our experience, education and socio-economic background. Values, or the relative importance we place on things, guide and guide leaders when faced with critical decision-making.
Gut and Tagiri established 6 value orientations that influence managerial decision-making:

Value Orientations		Types of Goals Preferred by Organizations
Theoretical	True Knowledge rational thinking	Long-term research and development
Economic	Practicality Utility accumulation of wealth	Growth Profitability results
Political	Power Confession	Total capital, sales, number of employees
Social	Good human relations Attachment No conflict	Social responsibility in relation to profit indirect competition Favorable atmosphere in the organization
aesthetic	Artistic harmony Compound Shape and symmetry	Product design Quality Attractiveness, even at the expense of profit
religious	Consent in the universe	Ethics moral issues

The relationship between the values held by top management and the company-wide goals is important. Leadership values are manifested in the goals of the organization.

Goals should have a number of characteristics:
1. Must be To specific and measurable
By expressing its goals in concrete, measurable terms, management creates a clear baseline for subsequent decisions and evaluation of progress.
2. Orientation of goals in time.
It should not only determine what the organization wants to achieve, but also when the result should be achieved. Goals are usually set for long or short periods of time.
The long-term goal, according to Steiner, has a planning horizon of approximately 5 years. The short-term goal in most cases represents one of the plans of the organization, which should be completed within a year. Medium-term goals are from one to five years.
3. Achievable goals.
The goal should be achievable - which contributes to the effectiveness of the organization.
4. mutually supportive goals.
Actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals.

The strategic management process will be successful to the extent that senior management is involved in setting goals and to what extent these goals reflect the values of management and the realities of the firm.
3. Assessment and analysis of the external environment
Managers evaluate the external environment according to three parameters:

Evaluate changes that affect different aspects of the current strategy.
Determine what factors pose a threat to the current strategy.
Determine which factors provide more opportunities to achieve the company-wide goal by adjusting the plan.

Analysis of the external environment - the process by which strategic planners monitor factors external to the organization to determine opportunities and threats to the firm.
In terms of assessing these threats and opportunities, the role of environmental analysis in the strategic planning process is to answer three specific questions:

Where is the organization now?
Where does senior management think the organization should be in the future?
What should management do to move the organization from where it is now to where management wants it to be?

The threats and opportunities faced by the firm can be divided into 7 areas:

economic forces (inflation or deflation rates, employment levels, international balance of payments, US dollar stability abroad and tax rate);
political factors (management should be aware of local government regulations, politicians' attitudes towards antitrust activities, restrictions on hiring labor and the possibility of obtaining a loan, etc.);
market factors (demographic conditions, life cycles of various products or services, ease of market penetration, income distribution of the population and the level of competition in the industry);
technological factors (taking into account changes in production technology, the use of computers in the design and provision of goods and services, or advances in communication technology);
international factors (ease of access to raw materials, activities of foreign cartels, changes in the exchange rate and political decisions in countries acting as investment objects or markets);
competitive factors (analysis of the future goals of competitors, assessment of the current strategy of competitors, review of the assumptions regarding competitors and the industry in which these companies operate, in-depth study of the strengths and weaknesses of competitors);
factors of social behavior (changing expectations, attitudes and mores of society);

4. Management survey of internal strengths and weaknesses of the organization

The next problem an organization faces will be to determine whether the firm has internal forces to take advantage of external opportunities, as well as identifying internal weaknesses that can complicate problems associated with external threats.
The process by which internal problems are diagnosed is called management survey.

Management Survey is a methodical assessment of the functional areas of the organization, designed to identify its strategic strengths and weaknesses.

Marketing

When examining the marketing function, 7 areas deserve attention for analysis and research:

market share and competitiveness;
variety and quality of the product range;
market demographic statistics;
market research and development;
pre-sales and after-sales customer service;
effective sales, advertising and promotion of goods;
arrived.

Finance and accounting

A detailed analysis of the financial condition can reveal existing and potential internal weaknesses in the organization, as well as the relative position of the organization with its competitors.

Operations(in the narrow sense - production).

Some of the key questions to be answered in the survey are:

1) Can we produce our goods or services at a lower cost than our competitors? If not, why not?

2) Is our equipment modern and well maintained?

3) Are our products subject to seasonal fluctuations in demand, which forces us to resort to temporary dismissal of employees?

4) Can we serve markets that our competitors cannot serve?

5) Do we have an effective and efficient quality control system?

Human resources.

If an organization has qualified employees and leaders with well-motivated goals, it is able to follow various alternative strategies.

Culture and image (image) of the corporation.

culture reflects the prevailing customs, mores and expectations in the organization.
The image of a corporation, both inside and outside the organization, refers to the impression that it creates with the help of employees and public opinion in general.

5. Analysis of strategic alternatives

The organization faces 4 main strategic alternatives:

limited growth - setting goals from what has been achieved, adjusted for inflation.
Growth - an annual significant increase in the level of short-term and long-term goals over the level of indicators of the previous year.
Growth may be internal and external.
internal growth can happen by expanding the range of goods.
External growth may be in related industries in the form of vertical or horizontal growth.
Reduction - the level of goals pursued is set below that achieved in the past. Several reduction options:
liquidation- complete sale of inventories and assets of the organization;
cutting off the excess- often firms find it beneficial to separate some divisions or activities from themselves;
downsizing and reorientation- reducing part of their activities in an attempt to increase profits;
Combination - combination of any of the 3 mentioned strategies.

6. Choosing a strategy

The Boston Advisory Group matrix can help guide options and management decisions.

Cash generation (market share)

Use of cash
(growth rate) high high low

For example, if your product or service has a large market share and a high growth rate (star), you are more likely to follow a growth strategy. On the other hand, if your product or service has a small share of the market and has a low growth rate (dog), you can choose a strategy of cutting off the excess.

The strategic choices made by managers are influenced by a variety of factors:

risk;
knowledge of past strategies;
response to owners;
time factor.

Management chooses a strategy after it analyzes external opportunities and dangers, internal strengths and weaknesses, and evaluates all of its alternatives and options.

7. Planning for the implementation of the strategy

Once an underlying overall strategy has been chosen, it must be implemented by integrating it with other organizational functions.
An important mechanism for linking the strategy is the development of plans and guidelines: tactics, policies, procedures and rules.

Tactics

Just as management develops short-term goals that are consistent with long-term goals and make it easier to achieve them, it often must develop short-term plans that are consistent with its overall long-term plans. Such short-term strategies are called tactics.

Some characteristics of tactical plans:

tactics are developed in the development of the strategy;
while strategy is almost always developed at the highest levels of management, tactics are often developed at the level of middle management;
tactics are designed for a shorter period than strategy;
while the results of the strategy may not be discovered for several years, the tactical results appear very quickly and are easily correlated with specific actions.

Politics

Politics provides a general guide for action and decision-making that facilitates the achievement of goals.

Policy is usually formulated by top managers for a long period of time. Politics directs decision-making, but also leaves freedom of action.

Procedures

Procedures – describe the actions to be taken in a particular situation.

Procedures usually describe the sequence of actions to be taken in a given situation. In general, an individual acting according to a procedure has little freedom and few alternatives.

Rules

When a high degree of subordination is required to achieve goals, leaders use regulations . When management wants to limit the actions of employees in order to ensure that specific actions are performed in specific ways, they make rules.

rule defines exactly what should be done in a particular single situation.

Evaluation of the strategic plan.
The development and subsequent implementation of a strategic plan seems like a simple process. But continuous evaluation of the plan is essential to its long-term success.

8. Strategy evaluation

Strategy evaluation carried out by comparing the results of work with the goals. The evaluation process is used as a feedback mechanism to adjust the strategy. To be effective, evaluation must be conducted systematically and continuously.
When evaluating the strategic planning process, 5 questions should be answered:

Is the strategy internally compatible with the capabilities of the organization?
Does the strategy involve an acceptable degree of risk?
Does the organization have sufficient resources to implement the strategy?
Does the strategy consider external dangers or opportunities?
Is this strategy the best way to use the firm's resources?

There are a number of criteria, both quantitative and qualitative, that are used in the evaluation process.
Quantitative evaluation criteria:

market share
sales growth
level of costs and production efficiency
level of costs and sales efficiency
staff turnover
absenteeism
employee satisfaction
net profit
securities payments
share price
dividend rate
earnings per share

Qualitative evaluation criteria:

ability to attract highly qualified managers
expansion of services to clients
in-depth market knowledge
hazard reduction
use of opportunities

After choosing a strategy for developing a subsequent plan, management should conduct a thorough review of the structure of the organization to find out if it contributes to the achievement of corporate goals. The strategy defines the structure. Conceptually, structures should always reflect strategy.

The best organizational structure will be one that is appropriate for the size, dynamism, complexity, and composition of the organization. As organizations evolve and their goals evolve, their strategies and plans change. This should happen to their structures as well.

The development of a strategic plan includes the following steps:

- formation of goals for the long-term development of the enterprise and their disaggregation to a set of tasks;
- substantiation of the concept of long-term development of the enterprise, ensuring the achievement of the goal;
- determination of long-term forecasts for the development of the enterprise with various options for changing the external environment and the possibility of changing the internal potential;
- substantiation of directions and indicators of the strategic plan for the development of the enterprise, including business plans for an investment or entrepreneurial project.

Let's take a closer look at each of these stages.

1st stage- the formation of the goals of the long-term development of the enterprise is very important, since when substantiating the goal, the long-term results of the enterprise's activities are anticipated, the most general guidelines and the mission of the enterprise's development are formed.

Basic rules for justifying the goal:

- must be specific and understandable (measurable goal);
- must be achievable in the foreseeable future (realistic goal);
- can be broken down into a set of tasks that ensure the achievement of the goal, i.e., be able to build a "tree of goals" (comparability of goals and objectives);
- must formalize the mission (basic functional purpose) enterprises in the long run (target specificity).

The goal is formulated by top management and predetermines the concentration of efforts for its implementation. Goals are important because they:

- are the foundation for planning, management, organization, coordination and control;
- determine the prospects of doing business;
- serve as a guide in the formation of the image of the enterprise.

There are eight key spaces within which the enterprise defines goals:

1. Market position (share and competitiveness).
2. Innovative processes of production and sale of products and services.
3. Profitability of the enterprise.
4. Resource intensity of products and services and the possibility of additional attraction of resources.
5. Mobility of management: organizational structures, forms and methods of interaction, motivation, etc.
6. Qualification composition of personnel and the possibility of its change.
7. Social consequences of changes and their impact on the level of development of the enterprise.
8. Ability to quantify the goal. The formulated goal is disaggregated through a set of tasks, then the tasks are detailed to measures that are concretized into target standards and indicators that determine the ideal future state of the enterprise. An example of target downscaling is shown in Fig. 4.

Rice. 4. An example of building a "tree of goals"

2nd stage. Substantiation of the concept of long-term development. The concept as a system of views on the prospects of the enterprise is based on future opportunities and risks, and also relies on the resource potential of the future (technology, equipment, personnel, etc.). Realization of the set goal involves taking into account three basic conditions in the justification of the concept:
- - sustainability of economic relations both within the enterprise and in the external environment;
- - the effectiveness of the enterprise at all stages of its development;
- - innovativeness of strategic directions.

These conditions for determining the concept of enterprise development are based on three main approaches:

- minimization of costs for the production and sale of products and services and the formation on this basis competitive advantage- a very vulnerable strategy, especially for enterprises;
- high level specialization and, on this basis, improving the quality characteristics of products and services - the allocation of a basic service or products with the subsequent diversification of related and additional services that provide a "synergy" effect due to the complexity and mutual support of the system of production, promotion and sale of products and services;
- focusing on only one segment of the market with the study of its needs and specialization for their maximum satisfaction.

Based on this, four groups of basic conceptual strategies are distinguished:

- concentrated growth strategy - includes plans to strengthen market positions; search for new markets for existing goods and services; upgrading a product or service for sale in an existing market;
- growth strategy by increasing the number of structures (integrated growth), including horizontal mergers of enterprises of the same market segment, production or sales (creation of a network of enterprises of the same profile); vertical mergers along the chain of production-distribution-sales, carried out on different organizational and legal conditions; conglomerate mergers of enterprises from different sectors of the economy in order to diversify activities);
- a strategy of diversified growth through the production of new goods and services;
- downsizing strategy - includes a liquidation plan, when the enterprise is unable to conduct an existing business, so it sells all or part of its business.

In addition, enterprise strategies are divided into levels:

- corporate - involves the strengthening of positions in the market, the formation of corporate interests and goals, culture;
- business (business strategy) - is developed by types and areas of activity based on the corporate strategy;
- functional - managerial, i.e. substantiation of approaches to ensure effective management for the implementation of business strategies;
- operating - includes the strategy of logistics, commerce, production, sales, ensuring the implementation of the business business strategy.
3rd stage. Development of forecasts for the long-term development of the enterprise (at least three options). Forecasting the development of an enterprise takes into account changes in the external environment, which implies:
- - determination of the market potential and its conjuncture;
- - change in qualitative needs for products and services;
- - growth of incomes of the population and directions of its use (as a factor of growth);

change in the internal environment:

- growth in production and sales of products and services;
- qualitative and quantitative changes in the resource potential;
- competitiveness and stability of the enterprise.

Forecasting can be carried out according to trend models, according to target standards, using economic-mathematical, simulation and network modeling.

The practical tasks of modeling are:

- analysis and forecasting of the economic situation within the enterprise and beyond;
- analysis and forecasting of sales markets and logistics;
- preparation of planned decisions regarding the subsequent activities of the enterprise.

Each of the methods gives its own version of the forecast, which are subsequently compared, analyzed, evaluated from the point of view of the possibility of developing the enterprise under different options, and the degree of controllability of the forecast indicators is determined. There should be at least three forecast options: minimum, maximum and most probable.

It is advisable to develop forecasts for periods exceeding the periods of a long-term (strategic) plan.

4th stage. The development of a long-term plan involves the evaluation and selection of the most effective and realistic forecast option, its concretization. In the long term, goals, strategies are expressed in planned indicators and tasks (in an enlarged form, sometimes in extreme values).

The range of long-term (strategic) plans includes:

1. Company-wide consolidated strategic plan:
- - a company-wide business portfolio, which defines the prospects for the types of business, areas of activity of the enterprise;
- - strategies and key indicators of the development of the enterprise, taking into account the goals and forecast calculations;
- - a plan for strategic transformations (changing the types and objects of activity; creating a network of enterprises, etc.).
2. Plans by type of business:
- - business portfolios by types of business and activities;
- - the main indicators of the development of business types;
- - plans for new products and technologies.
3. Strategic plans for the development of the functional areas of the enterprise:
- - commercial activities;
- - development of production;
- - development of material and technical supply;
- - development of complex functional areas of activity (marketing, personnel, etc.).
4. Plan for improving the organizational structure and legal form of the enterprise:
- - a plan for the reorganization of the enterprise as legal entity(taking into account changes in the tasks to be solved, volumes and structure of economic activity);
- - reengineering (redesign) of the organizational structure of the enterprise:
- 5. Plans for improving the management system (management):
- - placement and reserve of leading personnel;
- - staff development;
- - improvement of the organizational structure of management;
- - improvement of the personnel incentive system;
- - development of information management system.

This approximate list of strategic (long-term) plans for each enterprise is specified taking into account the purpose and development strategy of the enterprise, as well as taking into account the completeness and reliability of information characterizing the future conditions of its activities.

The draft strategic plan is submitted for discussion by the general meeting of shareholders or other management bodies, where it is considered as a general direction in the activities of the enterprise. It is advisable to involve ordinary employees in the discussion to participate in the development of the most promising areas of activity. The strategic plan, approved by the supreme governing body, acquires a directive character and is implemented in stages, mainly through the inclusion of strategic indicators in current plans and ensuring their implementation.

Current planning is a short-term strategy that implements a long-term (strategic) plan. The current plan is being developed by:

o in the development of the strategic plan;
o as a rule, at all levels of management;
o for a shorter period of time compared to the strategic plan;
o to determine the results of the implementation of the strategy in a shorter period of time.

In the system of plans (strategic and current), the implementation of the strategy means:

o determination of indicators of the current work plans of the enterprise, taking into account their strategic values;
o formation of procedures for the implementation of planned indicators with the definition of specific resources for them, the rationale for a set of tasks for each division of the enterprise;
o action planning and development of calendar plans and schedules;
o control over the implementation of strategic and current plans.

Thus, the implementation of strategic (long-term) plans involves their interconnection with current ones and the formation of a planning system at an enterprise with different time horizons.

Control questions and tasks

1. What tasks does strategic planning solve in an enterprise?
2. What are the main planning methods used in developing an enterprise development strategy?
3. Name the types of strategies and their characteristics.
4. Describe the steps involved in developing a strategic plan.
5. How is the implementation of the tasks of the strategic plan organized?

The strategic planning process is a tool that helps the company's management make the right strategic decisions and adjust accordingly. everyday life organizations.

Strategic planning is a set of decisions and actions carried out by the management of a firm in order to achieve the goals of the organization.

Strategic planning includes four main types of management activities:

Allocation of resources: allocation of available funds, highly qualified personnel, as well as technological and scientific experience available in the organization.

Adaptation to the external environment: actions that improve the relationship of the firm with the external environment, i.e. relationships with the public, the government, various government agencies.

Internal coordination of work of all departments and divisions. This stage involves identifying the strengths and weaknesses of the firm in order to achieve effective integration of operations within the organization.

Awareness of organizational strategies. It takes into account the experience of past strategic decisions, which makes it possible to predict the future of the organization.

One of the key components of strategic management is the strategy, which is a detailed comprehensive comprehensive plan. It should be developed from the perspective of the whole corporation, rather than a specific individual. It is rare when a company founder can afford to combine personal plans with organizational strategies. The strategy involves the development of reasonable measures and plans to achieve the intended goals, which should take into account the scientific and technical potential of the company and its production and marketing needs.

On the basis of the analysis carried out in the process of developing a strategy, strategic thinking is formed by discussing and agreeing with the managerial linear apparatus on the concept of the development of the company as a whole, recommending new development strategies, formulating draft goals, preparing directives for long-term planning, developing strategic plans and their control.

Strategic management assumes that the company determines its key positions for the future, depending on the priority of goals.

The firm faces four main strategic alternatives: limited growth, growth, downsizing, and a combination of these strategies.

Constrained growth is followed by most organizations in developed countries. It is characterized by the establishment of goals from the achieved, adjusted associations of firms in unrelated industries.

Leaders are less likely to choose a downsizing strategy. In it, the level of goals pursued is set below that achieved in the past. For many firms, downsizing can mean a path to rationalization and reorientation of operations. In this case, several options are possible: liquidation (complete sale of inventories and assets of the organization); deduction of excess (separation by firms of some of their divisions or activities); reduction and reorientation (reduction of part of its activities in an attempt to increase profits).

A downsizing strategy is most often used when a company's performance continues to deteriorate, during an economic downturn, or simply to save the organization.

Strategies for combining all alternatives will be pursued by large firms active in several industries.

Having chosen a certain strategic alternative, management must turn to a specific strategy. The main goal: the choice of a strategic alternative that will maximize the long-term effectiveness of the organization. To do this, leaders must have a clear, shared vision of the company and its future. Commitment to a particular choice often limits future strategy, so the decision must be carefully researched and evaluated. A variety of factors influence the strategic choice: risk (a factor in the life of the company); knowledge of past strategies; the reaction of equity holders, which often limits the flexibility of management in choosing a strategy; time factor, depending on the choice of the right moment.

Decision-making on strategic issues can be carried out in different directions: “bottom-up”, “top-down”, in the interaction of the above two directions (the strategy is developed in the process of interaction between top management, planning service and operational units).

The formation of the company's strategy as a whole acquires everything greater value. This concerns the priority of the problems to be solved, the definition of the structure of the firm, the validity of capital investments, the coordination and integration of strategies.

The strategic plan must be supported by extensive research and evidence. Therefore, it is necessary to constantly collect and analyze a huge amount of information about the sectors of the national economy, the market, competition, etc. In addition, the strategic plan gives the firm a certainty, a personality that allows it to attract certain types of employees and help sell products or services.

Strategic planning alone does not guarantee success, and an organization that creates strategic plans may fail due to errors in organization, motivation, and control. However, formal planning can create a number of significant favorable factors for the organization of the enterprise. Knowing what an organization wants to achieve helps clarify the most appropriate course of action.

By making informed and systematic planning decisions, management reduces the risk of making the wrong decision due to erroneous or unreliable information about the organization's capabilities or the external situation. In this way, planning helps to create a unity of common purpose within an organization.

The formation of a strategic plan is a thorough, systematic preparation for the future activities of the enterprise (firm), carried out by top management, and includes the following items: mission selection; formation of goals (long-term, medium-term, short-term); development of supporting plans (policy, strategy, procedures, rules, budgets).

After the development of the organization's strategy, the stage of its implementation begins.

The main stages of the implementation of the strategy are: tactics, policies, procedures and rules.

A tactic is a short-term plan of action aligned with a strategic plan. Unlike strategy, which is more often developed by top management, tactics are developed by middle managers; tactics are more short-term than strategy; the results of tactics appear much faster than the results of strategy.

Policy development is the next step in the implementation of the strategic plan. It contains general guidelines for action and decision making to facilitate the achievement of the organization's objectives. The policy is long-term. The policy is formed in order to avoid deviation in making daily management decisions from the main goals of the organization. It shows acceptable ways to achieve these goals.

After developing the organization's policy, management develops procedures, taking into account previous decision-making experience. The procedure is used in case of frequent repetition of the situation. It includes a description of specific actions to be taken in a given situation.

Where a complete lack of freedom of choice is expedient, management develops rules. They are used to ensure that employees perform their duties accurately in a particular situation. Rules, unlike a procedure that describes a sequence of recurring situations, are applied to a specific single situation.

An important stage in planning is the development of a budget. It is a way of the most efficient allocation of resources, expressed in numerical form and aimed at achieving certain goals.

An effective method of management is the method of management by objectives.

It consists of four steps: formulating clear and concise goals; developing the best plans to achieve these goals; control, analysis and evaluation of work results; adjustment of the results in accordance with the planned .

The development of goals is carried out in descending order along the hierarchy from top management to subsequent levels of management. The goals of the subordinate manager should ensure the achievement of the goals of his boss. At this stage of setting goals, it is mandatory Feedback, that is, a two-way exchange of information, which is necessary for their harmonization and ensuring consistency.

Planning determines what needs to be done to achieve a given goal. There are several stages of planning:

Identification of tasks that need to be solved to achieve the goals;

Establishing the sequence of operations, creating a schedule;

Clarification of the authority of personnel to perform each type of activity;

Estimation of time costs;

Determining the cost of resources required to carry out operations through the development of a budget;

Adjustment of action plans.

The decision on the choice of organizational structure is made by the top management of the organization. Average and lower level management provide initial information, and sometimes offer their own options for the structure of their subordinate units. The best structure of the organization is such a structure that allows you to optimally interact with the external and internal environment, meet the needs of the organization and most effectively achieve its goals. The strategy of an organization should always determine the organizational structure, and not vice versa.

The organizational structure selection process consists of three steps:

The division of the organization into enlarged blocks horizontally, in accordance with the activities carried out;

Establishing the ratio of powers of posts;

Definition of job responsibilities and assignment of their implementation to specific persons.

Types of organizational structures:

Functional (classic). Such a structure involves the division of the organization into separate functional elements, each of which has a clear specific task and responsibilities. Such a structure is typical for medium-sized firms or organizations that produce a relatively limited range of products, operate in a stable external environment, and where standard management decisions are most often sufficient.

Divisional. This is the division of the organization into elements and blocks by type of goods or services, or by groups of consumers, or by regions where goods are sold.

Grocery. With this structure, the authority for the production and marketing of any product is transferred to one leader. This structure is most effective in the development, development of production and organization of the sale of new products.

Regional. This structure provides the best solution to the problems associated with taking into account the peculiarities of local legislation, as well as the traditions, customs and needs of consumers. The structure is designed mainly for the promotion of goods to remote regions of the country.

Customer oriented structure. With this structure, all departments are united around certain groups of consumers who have similar or specific needs. The purpose of such a structure is to satisfy these needs as fully as possible.

Design. This is a temporarily created structure to solve a specific problem, or to carry out a complex project.

Matrix. This is a structure that results from the imposition of a project structure on a functional one, and implies the principle of “double” subordination (both to the functional manager and to the project manager).

conglomerate. It involves the connection of various divisions and departments that work functionally, but focused on achieving the goals of other organizational structures of the conglomerate. Most often, such a structure is used in large national and international corporations.

An important role is played by the degree of centralization of the organizational structure. In a centralized organization, all management functions are concentrated in the top management. The advantage of this structure is a high degree of control and coordination of the organization's activities. In a decentralized organization, some of the management functions are transferred to its branches, departments, etc. This structure is used when the external environment is characterized by strong competition, dynamic markets and rapidly changing technology.

For more effective work personnel in the organization must be motivated. Motivation is the process of inducing other people to act in order to achieve the goals of the organization.

Modern theories of motivation are divided into two categories: content and process. Content theories of motivation are based on the definition of need. A need is a person's feeling of lack, the absence of something. To motivate an employee to action, managers use rewards: external (monetary, career advancement), and internal (sense of success). Process theories of motivation are based on elements of psychology in human behavior.

Control is the process of ensuring that the firm achieves its goals. Control can be divided into: preliminary control, current control, final control.

In general, control consists of setting standards, measuring the results achieved, making adjustments if results are achieved that differ from the established standards.

Preliminary control is carried out before the start of the work of the organization. It is used in three industries: in the field of human resources (recruitment); material resources (selection of suppliers of raw materials); financial resources (formation of the firm's budget).

Current control is carried out directly in the course of work and the daily activities of the organization, and involves a regular check of subordinate personnel, as well as a discussion of emerging problems. At the same time, feedback between departments and the upper management echelon of the company is necessary to ensure its successful operation.

Final control is carried out after the work is done. It provides information to the head of the company for better planning and implementation of similar tasks in the future.

Control-oriented employee behavior produces more effective results. However, there must be mechanisms for rewarding and punishing. At the same time, excessive control, which can annoy employees and staff, must be avoided. Effective control must be strategic, reflect the firm's overall priorities, and support the organization's performance. The ultimate goal of control is not only the ability to identify the problem, but also to successfully solve the tasks assigned to the organization. Control must be timely and flexible. Simplicity and efficiency of control, and its cost-effectiveness are very relevant. The presence of an information management system in an organization helps to increase the efficiency of control and planning of the company's activities. The information management system should contain information about the past, present and future of the organization. This information allows the company's management to make optimal decisions.