System of indicators methods of strategic planning. Strategic planning

Literature

Evaluation and adjustment of decisions.

Examination of the quality of management decisions is carried out at different stages.

1. The solution is analyzed at the development stage, in the selection process options and selecting the final solution using criteria such as:

Optimality (does not take into account the risks that limited resources can lead to);

economic efficiency;

planned economic efficiency.

2. At the decision-making stage based on economic efficiency taking into account socio-psychological factors, the criterion of optimality and the probability of its implementation, the final version of the management decision is selected;

3. At the stage of implementation of the solution, its control and adjustment are carried out at all stages, further directions the development of the health care institution and the obstacles to the achievement of its goals are eliminated.

The main directions focused on improving the quality of management decisions:

economic, related to the realization of economic interests;

social and psychological, aimed at improving the professionalism of employees and developing their sense of responsibility;

organizational, increasing the efficiency of the use of means of production.

· solution

optimization criteria

forecast

· program

development scenario

legal framework

· operation

Hierarchy of goals

methods of forecasting and programming

1. Why is it necessary to clarify the problem in the process of developing a managerial decision?

2. Describe the main criteria and indicators of an effective management solution.

3. Typology of management decisions.

4. How is the effectiveness of a management decision evaluated?

5. What is the procedure for developing a management decision?

6. What forecasting methods are used in practice and what is their essence?

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10. Fatkhutdinov R.A. Organization Competitiveness Management: Textbook. 2nd ed. – M.: Eksmo, 2005.

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13. Course of Economics: Textbook / Ed. B.A. Raizberg. - M.: INFRA-M, 2000.

Meskon M.Kh., Albert M., Hedouri F. Fundamentals of management / Per. from English. - M.: DELO, 2000.

14. Methodological recommendations for evaluating the effectiveness of investment projects: (Second edition) / Ministry of Economy of the Russian Federation, Ministry of Finance of the Russian Federation, Gosstroy of Russia, No. VK 477 of June 21, 1999; hands ed. Col.: Kosov V.V., Livshits V.N., Shakhnazarov V.G. - M.: Economics, 2000.

15. Fatkhutdinov R.A. Competitiveness of an organization in a crisis: economics, marketing, management. - M.: Marketing, 2002.

16. Fathundinov R.A. Innovation management: Textbook. 5th ed. - M .., St. Petersburg: Peter, 2005.

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Fedorova N.N. Organizational structure of enterprise management. – M.: Velby, 2003.

Section 1: " Methodological foundations strategic planning»

Lecture plan of section 1:

1. Strategic planning in the system of state and municipal government.

2. Principles and methods of strategic planning.

3. Organization of strategic planning.

4. Strategic plans and programs for socio-economic development.

Lecture on the topic:

"Strategic planning in the system of state and municipal government"

In the system of managing socio-economic processes, the planning function is of particular importance. The developed plans and programs for the development of the country and territories are the most important tools for management activities at all levels. Planning is an activity to determine the goals and objectives of the management process and the development of measures to achieve them. The importance and relevance of this function is determined by the following circumstances:

firstly, it is with planning that the management process begins;

secondly, the quality of management decisions and their effectiveness largely depend on the content of planned work;

thirdly, planned decisions provide the interconnection of all functions of the management process, since management actually comes down to the development and implementation of planned decisions.

All this indicates the expediency of considering planning as the most important link in the management system.

When forming market economy centralized planning is an objective necessity for determining development priorities and solving intersectoral and territorial problems, which requires adequate methods and forms of planning at all levels of government. This means that the centralized beginning is designed to ensure a balance of interests of the state, territories and economic entities, which cannot be achieved without the use of this managerial function. That is why centralism should be seen as a tool effective solution a number of specific development problems, complementing the market mechanisms of management.

Planning is one of the most important processes for making managerial decisions and consists of separate stages and procedures for their implementation, which are in a certain logical relationship, forming a planned cycle.

The planning process includes a number of successive stages: the formulation of the planning problem, the development of planned solutions and the implementation of planned installations. Types of planning are presented in table. 1.1.

Table 1.1

Classification of types of planning

Strategic planning methods

The development of all types of management decisions in the form of forecasts, strategic programs and plans is impossible without the use of a system of indicators. Only with their help can the logic, principles and methodological approaches of strategic planning be implemented.

An indicator in modern accounting and statistics is understood as a quantitative and qualitative characteristic of socio-economic phenomena and processes in society. Moreover, its qualitative side reflects the essence of phenomena or a process in specific conditions of place and time, and its quantitative side reflects its size, absolute or relative value. In relation to strategic planning, an indicator should be understood as a measure (quantitative or qualitative) of the planned target, giving it quantitative or qualitative certainty.

The modern system of indicators as a whole makes it possible to characterize the content of the main socio-economic processes occurring in society, its individual subsystems and is used in their state regulation. In connection with this circumstance, taking into account the characteristics of various levels of regulation and planning, several systems of indicators are distinguished:

The system of planning indicators as a whole. It includes, in addition to indicators of federal programs, comprehensive socio-economic forecasts, indicators of the system of national accounts, the state budget, the consolidated financial plan countries;

The system of indicators used in the development process by the working bodies state power, complex forecasts of the socio-economic development of the country, federal strategic programs, the state budget of the country;

The system of indicators for the development of subjects of the federation, including indicators of regional targeted programs and local budgets;

A system of indicators for the development of a particular industry;

A system of indicators for forecasts, strategic programs and development plans commercial organizations and their associations (associations).

The system of indicators used in strategic planning must meet certain requirements. The most important of these are usually:

1. Unity and mandatory indicators for a given level of planning. This problem is solved by developing a list of both approved and used for the calculation of indicators.

2. Indicators must be able to aggregate and disaggregate (enlarge and disaggregate), be comparable.

3. Indicators used in strategic planning should have a clear measure, that is, be defined, measurable.

4. In general, the system of indicators should provide a comprehensive description of all aspects of the functioning of the planned facilities.

5. The system of indicators should be flexible, adaptive, capable of reflecting all changes in the state of the planning object.

6. Indicators of strategic programs and plans should contain indications of specific executors of planned targets, i.e. be targeted.

7. The indicators used in strategic planning should orient the relevant planning objects towards the growth of productivity, effectiveness and efficiency.

8. The number of indicators contained in forecasts, strategic programs and plans of all levels and time horizons should be numerically limited.

Due to differences in the structure of strategic planning problems, several methods are used to develop forecasts, programs and plans. These include: expert (evaluative) or heuristic methods; social methods economic analysis; methods of direct engineering and economic calculations; balance method; economic and mathematical methods and models; methods system analysis and synthesis.

Expert (evaluative) or heuristic methods. They are based on the use of indirect and incomplete information, the experience of specialist experts, and intuition. Specific forms of their use are:

a) mass assessment - finding out the opinions of individual groups of the population on the merits of any planning problem in the course of sociological research;

b) organization of systematic work of experts ( expert commissions legislative and executive bodies authorities, Accommodation Board productive forces and economic cooperation under the Ministry of Economy and the Ministry of Cooperation of the Russian Federation, Scientific Councils of Institutes under the Ministry of Economics of the Russian Federation, etc.). Persons involved as experts are highly qualified specialists in their respective fields of knowledge with extensive professional and practical experience;

c) organization of work of experts on the basis of a special system of their activities. Widely known methods of organizing the work of experts, such as: Brain attack”, “Delphi”, “Patteri” and others.

Expert methods are used primarily in solving unstructured and weakly structured problems.

Methods of socio-economic analysis. Socio-economic analysis is a comprehensive study of socio-economic reality, knowledge of the internal connections and dependencies of phenomena in order to determine progressive development trends and opportunities for improving social relations and production.

The analysis uses such working methods as comparison, selective study of the work of large objects of strategic planning, grouping, chain statements, calculation of balance differences, calculation of indices, calculation of regression and correlation coefficients, principal component method, etc. Methods of socio-economic analysis are used in solving problems of all classes.

Methods of direct engineering and economic calculations. Projections of production growth at enterprises are substantiated by detailed engineering and economic calculations of the market needs for a given type of product and the possibilities of its production. In industrial enterprises, such calculations cover: improving the use of production capacity, raw materials, materials, fuel, energy, labor resources(personnel); reduction in production costs, etc.

A special place among the engineering and economic calculations used in strategic planning is occupied by calculations of the economic efficiency of production, investment, profitability valuable papers used credit resources, currency conversion and accrual of interest (simple and compound), etc.

Engineering and economic calculations are often based on a system of norms.

The following groups are used for this:

1. Norms for the use of fixed production assets.

11. Terms of use working capital(raw materials, materials).

111. Norms of labor costs and labor intensity of products (rates of production, norms for the use of working time).

IV. Norms of organization of production processes (time spent on repairing equipment, the formation of stocks of raw materials, materials, etc.).

V. Product quality standards (the content of useful substances in the product, indicators of reliability and durability, etc.).

VI. Specific investment. rates of return on capital expenditures, etc.

VII. Norms of production and circulation costs, profitability rates.

Methods of engineering and economic calculations are widely used in solving standard and structured problems.

balance method. The balance method in strategic planning is understood as a set of techniques used to ensure the linkage and harmonization of interdependent indicators. The purpose of these techniques is to achieve a balance (balance) between the indicators.

The balance method is an important tool for analyzing and forecasting the development of the national economy. With its help, one can identify the directions of movement of material and financial flows in the country, determine the material and cost proportions in the economy, model their quantitative parameters for the future, get an idea of the state of equilibrium of the socio-economic system, calculate the necessary increase in various factors of production to create a material the basis for meeting social needs, the needs of the market for material goods and services. The balances used at the level of the company make it possible to judge its available production capacities, their dynamics in the forecast period, the degree of use, to plan the production of the company's products in marketing monitoring; get a clear idea of the resources of the equipment and production facilities operating time fund and its use in production, as well as the staff working time fund, its structure and areas of savings; prepare the planned budget of the company, solve other tasks facing it.

It is a mistake to confuse the "balance method" with the development of only one balance. The system of balances covers all sections of programs and plans; both the balance method and all other methods of strategic planning are used in their preparation. The balance method is widely used in solving problems of all types of structuredness.

Economic-mathematical methods and models.

Economic and mathematical methods are specific methods of analysis of social economic systems, equilibrium of the economy, forecasting economic growth. Of great importance for the practice of strategic planning are economic and mathematical models. The most important economic and mathematical models used in strategic planning are: the system of national accounts, the balance sheet "Costs - output", intersectoral balance of production and distribution of products and services, balance financial resources and costs, matrix models of technical and financial plan, network models, etc.

Economic - mathematical methods and models are applicable for solving well-structured and structured problems. Problems are successfully solved with the help of linear programming production planning: drawing up - an optimal program for the production of products for given labor and material resources, optimal loading of equipment.

A special group is made up of the tasks of rational cutting of industrial materials and the tasks of preparing mixtures that are used in many industries (metallurgical, oil refining, chemical, food, etc.).

The use of linear programming in planning agricultural production has great potential - to solve the problems of distributing sown areas between different crops, rational planning of crop rotations, calculating the optimal combination of agricultural production sectors, determining the best herd structure, the most effective livestock feeding rations, etc.

The vast majority of dependencies in the economy are non-linear. Therefore, other types of programming have also been developed: non-linear (numerical, parametric), dynamic, stochastic.

Method of system analysis and synthesis. The specificity of analysis and synthesis as a method of strategic planning is the dismemberment, decomposition of economic systems and the processes occurring in them into their component parts and, on this basis, the definition

leading links, "bottlenecks", key problems of long-term development.

Solving complex problems associated with the development of strategic plans for the development of production systems in various levels, is provided by a promising complex analysis.

Increasing the complexity of the analysis is associated with its direction not only on the functioning of production systems, but also on the achieved level of their structural development.

Based on the analysis of the state of the organization (considered as a result and as an activity aimed at improving the efficiency of production systems), the initial positions of the new plan are determined.

A comprehensive analysis is inseparable from the synthesis of problems facing promising development. Analysis and synthesis represent a single methodological whole. The method of system analysis and synthesis can be used in solving all problems of strategic planning.

Introduction

I. Planning as a function of enterprise management (basics of strategic planning)

II. Strategic planning methodology

Conclusion

Introduction

In the late 1960s, the economic environment in many industrialized countries changed significantly. As the crisis escalated and international competition intensified, extrapolation forecasts began to diverge more and more from real numbers, while the most typical phenomenon was the setting of optimistic goals, with which the real results did not converge. The top management of the company usually proceeded from the fact that future performance will improve, but often the company did not reach the planned performance results. Thus, it turned out that long-term planning does not work in a dynamically changing external environment and fierce competition. The crystallization of the fundamental elements of the concept of strategic planning is largely associated with the search for ways to overcome the limitations of the long-term planning system, clearly manifested in the uncertainty of the parameters of general economic development. In the system of strategic planning, there is no assumption that the future must necessarily be better than the past, and the premise that it is possible to study the future by extrapolation is rejected. Actually, the different understanding of the role of external factors by managers is the main difference between long-term extrapolative planning and strategic planning. At the forefront of strategic planning is the analysis of both the internal capabilities of the organization and external competitive forces and the search for ways to use external opportunities, taking into account the specifics of the organization. Thus, it can be said that the purpose of strategic planning is to improve the company's response to market dynamics and the behavior of competitors.

I. Planning as a function of enterprise management (Fundamentals of strategic planning)

1.The concept of strategic planning

Planning is the process of defining goals, strategies, as well as measures to achieve them for certain period time based on assumptions about future likely conditions for the implementation of the plan.

Strategic planning is one of the functions of management, which is the process of choosing the goals of the organization and ways to achieve them. Strategic planning provides the basis for all management decisions, the functions of organization, motivation and control are focused on the development of strategic plans. A dynamic strategic planning process is the umbrella under which all managerial functions without taking advantage of strategic planning, the organization as a whole and individual people will be deprived of a clear way of assessing the purpose and direction corporate enterprise. The strategic planning process provides the framework for managing the members of an organization. Projecting everything written above on the realities of the situation in our country, it can be noted that strategic planning is becoming more and more relevant for Russian enterprises, which enter into fierce competition both among themselves and with foreign corporations.

The concept of "planning" includes the definition of goals and ways to achieve them. In the West, enterprise planning is carried out in such important areas as sales, finance, production and purchases. In this case, of course, all private plans are interconnected.

The development of a strategic plan is based on an analysis of the prospects for the development of an organization under certain assumptions about changes in the external environment in which it operates. The most important element of this analysis is to determine the position of the organization in competition for markets for their products. On the basis of such an analysis, the organization's development goals are formed, strategic business units are formed, and strategies for achieving them are selected.

Strategic plan requirements

Several key messages related to strategy need to be understood and, more importantly, accepted by top management. First of all, the strategy is mostly formulated and developed by top management, but its implementation involves the participation of all levels of management. The strategic plan must be supported by extensive research and evidence. To compete effectively in today's business world, an enterprise must constantly collect and analyze vast amounts of information about the industry, competition and other factors.

Finally, strategic plans must be designed not only to remain consistent over long periods of time, but also to be flexible enough to allow modification and reorientation if necessary. The overall strategic plan should be seen as a program that guides the activities of the firm over an extended period of time, recognizing that the conflicting and constantly changing business and social environment makes constant adjustments inevitable.

The strategy is a detailed comprehensive comprehensive plan. It should be developed from the perspective of the whole corporation, rather than a particular 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. 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 industries. National economy, market, competition, etc. In addition, the strategic plan gives the company a certain identity that allows it to attract certain types of employees and help sell products or services. Strategic plans should be designed in such a way that they not only remain coherent over the long term, but also remain flexible. The overall strategic plan should be viewed as a program that guides the activities of the firm over an extended period of time, subject to constant adjustments due to the constantly changing business and social environment.

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.

2.Strategic planning process

The strategic planning process is a tool that helps in making managerial decisions. Its task is to provide innovations and changes in the organization to a sufficient extent.

Each leader must imagine how strategic planning should be carried out (Fig. 1).

Rice. 1. Strategic planning process.

Organization missions

The planning process in a company begins with the definition of the initial goals of its development and activities, the basis for the development of which many companies put mission goals (Fig. 1). In essence, mission goals, or main strategic goals, are a vision of what a company should be like or what it should fight for. They should reflect the interests of all groups of influence (shareholders, managers, employees and workers, suppliers, banks, government agencies, local governments, public organizations, etc.). Mission objectives should emphasize social significance company and serve as a means of consolidating and motivating the company's staff. Interests stakeholders and organizations (groups of influence) are also taken into account when developing the initial goals of the company.

The initial goals are passed through a triple filter: available resources at home and abroad, the environment, and internal capabilities and performance of the company. The last two filters are essentially situational analysis. results situational analysis often summarized in a section of a marketing plan called SWOT analysis. The results of the situation analysis also include assumptions about the future conditions of the organization's activities, as well as forecast estimates of expected demand in potential markets for the period of the marketing plan. Based on these assumptions and estimates, the following sections of the marketing plan set goals. marketing activities, strategies are selected and marketing programs are developed.

Rice. 2. Development of business goals in the company

Organization goals

Organizational goals (company-wide) are the end points of an organization's mission statement to which it aspires.

General company goals are divided into:

General (global), developed for the company as a whole:

a) reflect the concept of the company;

b) designed for the long term;

c) determine the main directions of the company's development programs;

d) should be clearly articulated and linked to resources;

e) ranking goals according to the principle of priority.

Specific goals are developed within the framework of general goals for the main activities in each production unit of the company and are expressed in quantitative and quality indicators(profitability, rate of return).

Corporate goals are formulated and established on the basis of the overall mission of the organization and certain values and goals that top management is guided by. To truly contribute to the success of an organization, goals must have a number of characteristics.

Goals should be specific and measurable. By expressing its goals in specific, measurable terms, management creates a clear baseline for future decisions and progress.

The specific forecast horizon is another characteristic of effective goals. Goals are usually set for long or short time periods. The long-term goal has a planning horizon of approximately five 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 have a planning horizon of one to five years.

The goal must be achievable - to serve to increase the effectiveness of the organization.

To be effective, an organization's multiple goals must be mutually supportive—that is, the actions and decisions required to achieve one goal must not interfere with the achievement of other goals.

Goals will be a significant part of the process strategic management only if top management articulates them correctly, then institutionalizes them effectively, communicates them and encourages their implementation throughout the organization. The strategic management process will be successful to the extent that senior management is involved in the formulation of goals and to what extent these goals reflect the values of management and the realities of the firm.

Assessment and analysis of the external environment

Assessment and analysis of the external environment is the process by which strategic plan developers control factors external to the organization in order to determine opportunities and threats for the firm.

After establishing its mission and goals, the management of the enterprise begins the diagnostic phase of the strategic planning process. On this path, the first step is to study the external environment:

· assessment of changes affecting various aspects of the current strategy;

· identification of factors that pose a threat to the current strategy of the company;

· control and analysis of competitors' activities;

· identification of factors that provide more opportunities to achieve company-wide goals by adjusting plans.

The analysis of the external environment helps to control factors external to the firm, to obtain important results (time to develop an early warning system in case of possible threats, time to predict opportunities, time to draw up a contingency plan and time to develop strategies). To do this, it is necessary to find out where the organization is, where it should be in the future, and what management should do to achieve this. The threats and opportunities faced by the firm can be divided into seven areas:

.Economic forces. Some factors in the economic environment must be constantly diagnosed and evaluated, because The state of the economy affects the goals of the firm. These are inflation rates, international balance of payments, employment levels, and so on. Each of them can pose either a threat or new opportunity for the enterprise.

.political factors. The active participation of entrepreneurial firms in the political process is an indication of the importance of public policy for the organization, therefore, the state should monitor normative documents local authorities, the authorities of the subjects of the state and the federal government.

.market factors. The market environment is a constant danger to the firm. Factors affecting the success and failure of an organization include income distribution, the level of competition in the industry, changing demographics, and ease of entry into the market.

.Technological factors. Analysis of the technological environment may at least take into account changes in manufacturing technology, the use of computers in the design and provision of goods and services, or advances in communication technology. The head of any firm must ensure that he is not exposed to future shock destroying the organization.

.Competition factors. Any organization must examine the actions of its competitors: analyzing future goals and assessing the current strategy of competitors, reviewing 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. These factors include changing attitudes, expectations and mores of society (the role of entrepreneurship, the role of women and national minorities in society, the movement to protect the interests of consumers).

.international factors. Management of companies operating in international market, must constantly evaluate and monitor changes in this broad environment.

Thus, the analysis of the external environment allows the organization to create a list of dangers and opportunities that it faces in this environment. For successful planning, management must have full view not only about significant external problems, but also about the internal potentialities and shortcomings of the organization.

Management survey of strengths and weaknesses

For successful strategy selection, it is necessary to determine whether the firm has the internal strength to take advantage of external opportunities, as well as to identify internal weak sides, which can complicate problems associated with external hazards. Explore five interior areas:

1.Marketing - view human activity, directed to the satisfaction of needs and requirements through exchange (according to Kotler).

market share and competitiveness;

variety and quality of the product range;

demographic statistics (in terms of goods and services);

research and development of new markets and products;

pre-sales and after-sales service;

profits (should be - otherwise there is no point).

.Finance (audit and redistribution of funds). The main task financial management is the financial support for the implementation of the corporate strategy. The best strategy can fail if not enough Money for its implementation.

.Operations (production). The type of production system has a greater impact on the strategy. There are four types of production systems:

a) Single and small-scale production, where one or a small series of identical products is simultaneously manufactured;

b) Mass production, involves the manufacture of a large number of identical products;

c) Serial production, characterized by the manufacture of large series of the same type of products;

d) Continuous production uses automated equipment that works around the clock to continuously produce the same product in large volumes.

.Human resources

.Culture and image (image) of the company. Culture - the prevailing customs, mores and expectations that have developed in the firm. Image - the impression that a company creates with the help of employees and customers in public opinion.

Analysis and selection of strategic alternatives

Based on the existing database of strategic data, forecasts and assumptions, the company proceeds to the choice of strategic alternatives for its development.

There are four types of alternatives:

·Height;

· limited growth;

·Reduction;

· A combination of the three previous alternatives in varying proportions.

The growth strategy involves the annual growth of the main indicators of the organization. It is most often used by enterprises in dynamically developing sectors of the national economy, with rapidly changing technologies, as well as enterprises seeking to diversify (wide penetration into new areas of activity). It happens that firms cannot withstand rapid and short-term growth, and go bankrupt, so most firms adhere to a limited growth strategy, expanding their activities taking into account the real possibilities of the achieved level and external efforts. This is the least risky course of action.

Limited growth. Targets are set as in the previous period plus inflation. Static industries with static technology, management does not like change and risk.

Strategic reduction is expressed in the fact that the results of the company's work in the planning period are expected to be lower than in the previous period. This strategy is applied when we are talking about a fundamental restructuring of the organization. And, if short-sighted leaders try to rebuild the organization's activities while maintaining the same growth, then the results are usually negative.

The reduction is carried out in different ways:

· complete liquidation of the company and the creation of a new one in its place;

· getting rid of unnecessary elements;

· narrowing the scale of the company, its activities with simultaneous reorientation (this strategy is chosen by firms if things are going badly or it is necessary to hide income).

A combination of three types of strategy is practiced by firms operating simultaneously in different industries with different technological and economic conditions.

Choosing a strategy

To make effective strategic choices, leaders top management must have a clear, shared vision of the company and its future. The strategic choice must be definite and unambiguous.

Strategic choices made by leaders are influenced by a variety of factors. Here are some of them:

· Risk. It is a factor in the life of the company, but a high degree of risk can destroy the company;

· Knowledge of past strategies. Often, consciously or unconsciously, management is influenced by past strategic alternatives chosen by the firm;

· Reaction to the owners. Quite often, equity holders limit management's flexibility in choosing a particular strategic alternative;

· Time factor. It can contribute to the success or failure of an organization. The implementation of even a good idea at the wrong time can lead to the collapse of the organization.

While the choice of overall strategy is both a right and a responsibility of top management, the final choice has a profound effect on the entire organization. Therefore, the decision should be subjected to careful research and evaluation.

Implementation of the strategy

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. In contrast to strategy, which is more often developed by senior 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 settings in relation to actions 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.

Thus, strategy, tactics, forecasts, rules, procedures and assumptions are the basis on which the planning process can be carried out.

Strategy evaluation

The evaluation of the strategy is carried out by comparing the results of work with the goals. To be effective, evaluation must be carried out systematically and continuously in an appropriate manner, the developed process must cover all levels - from top to bottom. When evaluating the strategic planning process, five questions should be answered:

.Is the strategy internally consistent 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 take into account external threats and opportunities;

.Is this strategy the best way use of company resources.

At the same time, a number of qualitative (ability to attract highly qualified managers, deepening market knowledge) and quantitative (rank share, profit, share price, staff turnover, absenteeism) criteria are evaluated.

Structure evaluation. The strategy defines the structure. It is necessary to check whether the structure of the organization contributes to the achievement of its objectives. You cannot simply impose a new strategy on the essential structure of the organization.

3.Types of strategic planning

There are the following types of strategic planning:

Long-term (prospective) planning. Since plans are developed from the future to the present, plans designed for more short term, become an integral part of promising ones. Perspective plans long-term goals and a general strategy of action are reflected. Alternative strategies being developed are not included in the plan, but are reflected in special programs contained in the annexes. Long-term plans include indicators and proposals, which are reflected in generalized, most often financial, indicators. Long-term plans are developed for a period of 5 to 10 years.

Medium term planning. They are based on the real demand for the organization's products, changes in its characteristics in the near future, restructuring of production technology, financial constraints, market conditions, the risk of losing a partner, etc. Medium-term plans are developed for a period of 1 to 5 years.

Short term planning. Such planning covers a period of several weeks or months. It is aimed at regulating the current use of resources and is implemented through the preparation of calendar programs for production and control over it, the management of inventories and loans received.

operational planning. The task of operational planning includes monitoring the daily loading of equipment, the sequence of operations, the placement of workers, etc.

II Strategic planning methodology

1.Strategic planning methodology system

The methodology of any science is an organic unity of general worldview, general methodological principles, general scientific methods of cognition and specific, particular methodology.

The strategic planning methodology is based on four levels of knowledge:

General philosophical level - a set of views, knowledge about the phenomena of the surrounding world (philosophy, cultural studies, mathematics; systems theory; organization theory; political science);

General scientific level - which gives an understanding of general approaches, principles, forms of organization, systems (cybernetics; organization theory, systems theory, observation, analysis and synthesis, etc.);

Specific methodology of sciences - forms the total knowledge about management in socio-economic systems (macroeconomics; law; sociology; statistics, management, etc.);

The strategic planning methodology system is scientific basis development of a system of forecasts, projects, programs and plans.

The methodological basis of strategic planning is the systematic and situational approaches. According to systematic approach any organization should be considered as a system consisting of certain interrelated elements that ensure its vital activity, and elements of more major system, the functioning and development of which is determined by economic laws and patterns characteristic of this type of systems.

For each specific organization, higher-order systems act as a specific environment, consisting of economic and government controls; market, domestic and foreign competitors, media and infrastructure.

Organization system model

Strategic planning by organizations is based on the following provisions:

First position

Organizations are complex socio-economic systems that are characterized by a number of features:

A) Organizations are created to achieve certain goals;

b) Availability of certain resources and their transformation into wealth;

V) Comparison of the costs of production and use of goods with the results of activities;

G) The complexity of the internal environment of the organization;

e) Multi-criteria management tasks;

e) Greater dynamism of the processes occurring in the system;

and) The need to manage the organization, for which a special management body is created that has a specific function and organizational structure. A system of approved norms for monitoring their observance.

Second position

Organizations are open systems which are influenced by many environmental factors. Therefore, the effectiveness of the organization, and its strategy, is largely determined by its adaptive capabilities.

Third position

The strategies of organizations are unique in many respects, therefore, there are no universal solutions for all occasions, there are no standard sets of rules, and the procedure for solving strategic problems.

2.Principles of Strategic Planning Methodology

The principles of planning should be understood as an objective category of the science of planning, which acts as a starting fundamental concept that expresses the cumulative effect of a number of laws of development as an object of planning, and determines the tasks, the direction and nature of the preparation, the possibility of fulfilling plan targets, as well as verifying their implementation.

Strategic planning is a central element of the management system of a society, a company; for it, four general principle management, which include:

.The principle of the unity of economics and politics with the priority of politics. The content of this principle is a requirement. According to which, the developers of forecasts, strategic programs and plans should proceed from the goals of the policy planned for implementation by the relevant management entities. Politics is nothing more than an organizationally formalized system of interests of the relevant communities of people. It expresses their relationship to each other and to the state, the direction of its activities in a direction that allows realizing these interests. In the system of interests, economic interests occupy a central place, they are decisive in comparison with all others, and in this sense, politics cannot but be a concentrated expression of the economy. At the same time, for the unhindered development of the economy, appropriate political conditions are needed, a state with all its institutions and authorities is needed. Therefore, politics acts as a guiding channel within which the economy of any country functions. Consequently, without the priority beginning of politics in managing the economy, the latter cannot develop successfully, which determines the relationship between economics and politics. At the micro level, commercial owners form a policy that determines the direction of their development, distribution financial results activities in line with their interests.

.The principle of unity of centralism and independence. The essence of this regularity of strategic planning lies in the fact that the draft decisions prepared by regulatory authorities in the form of forecasts, strategic programs and plans, on the one hand, should be based on information about the intentions of economic entities, taking into account their interests, and on the other hand, provide an impact on them in direction for society. Within the framework of a firm, a corporation, centralism and autonomy in strategic planning find their concrete application in giving their affiliates the greatest possible freedom in economic activities, incl. and in planning, but within the framework of the overall strategy of the firm, corporation.

.The principle of scientific validity and effectiveness of management decisions means the need to take into account the following requirements in the process of their preparation:

a) the operation of the entire system of laws of the development of society, which determine the content and direction of individual elements and areas of activity. When developing forecasts, draft strategic programs and plans, their compilers must proceed from the essence, content and forms of manifestation in practice and the economic laws of the market economy, and the laws of development social relations, and the laws of development of science and technology;

b) deep learning and practical use in the planned work of the achievements of modern domestic and foreign science and technology, in order to timely implement the restructuring of the economy. Materialization in economic practice of the most important areas of scientific and technological progress, greening of production, ensuring its social orientation, as well as high level intensification and efficiency;

c) based on the widespread use of economic instruments, to orient firms and corporations towards timely technical equipment, design and renewal of production, susceptibility to scientific progress. Rapid response to the ever-changing needs of society;

d) ensuring in the process of strategic planning the organic unity of strategic and tactical plans, programs and forecasts;

e) increasing the degree of reliability of planning and accounting information, which is the information base for calculating indicators of forecasts, strategic programs and plans;

f) continuous improvement of the technology for the development of all planning documents;

g) provision integrated use all other elements of the strategic planning methodology.

.The principle of combining general and local interests with the priority of interests of a higher rank and stimulating personal and collective interest in the implementation of management decisions. This principle means: firstly, the objective necessity of organically linking the interests of various classes, social strata, collectively commercial organizations and individual workers V single system and ensuring in the process of management the strategic goals of programs and draft plans, as well as the preparation of activities that contribute to their achievement; secondly, when regulating the reproduction processes taking place in the national economy with the help of federal and regional targeted, comprehensive strategic programs and plans, to solve these problems based on the priority for all members of society of the interests of strengthening its security and other common human values; thirdly, the creation with the help of a system of economic incentives, in the form of various forms wages, bonuses, tax and credit benefits, providing the necessary material resources, the personal collective interest of employees in the successful implementation of planned targets. The inconsistency of the interests of business entities, within labor collectives, does not allow managing economic and social processes, to achieve the marked goals, and the lack of economic incentives for the labor activity of people leads to low labor efficiency, to the destruction of the economic system itself.

Conclusion

Strategic planning has proven to be one of the most effective tools modern management. It is on the management of all levels that the task lies to do everything possible to ensure the optimal option for future development and not allow themselves to be drawn into the maelstrom of failures. The bodies managing the economy simply need to foresee the course of the development of privatization and demonopolization, the results of the formation of diverse forms of ownership, the consequences of technological renewal of production, and so on.

The strategic plan gives the enterprise certainty, individuality, which allows it to attract certain types of workers, and, at the same time, not to attract other types of workers. This plan opens the door for an enterprise that directs its employees, attracts new employees, and helps sell products or services. Finally, strategic plans must be designed not only to remain consistent over long periods of time, but also to be flexible enough to be modified and refocused as needed. The overall strategic plan should be seen as a program that guides the activities of the firm over an extended period of time, recognizing that the conflicting and constantly changing business and social environment makes constant adjustments inevitable.

The overall strategic plan should be seen as a program that guides the firm's activities over an extended period of time, recognizing that a conflicting and ever-changing business and social environment makes constant adjustments inevitable.

Organizational planning and success. Some organizations, like individuals, can achieve a certain level of success without much formal planning. Moreover, strategic planning alone does not guarantee success. Just as a car with a great engine design will not be able to move if it is filled with poor quality gasoline, so an organization that creates strategic plans can fail due to errors in organization, motivation and control. However, formal planning can create a number of important and often significant enabling factors for the organization. The current pace of change and increase in knowledge is so great that strategic planning seems the only way formal forecasting of future problems and opportunities. It provides senior management with the means to create a long-term plan. Strategic planning also provides a basis for decision making. Knowing what an organization wants to achieve helps clarify the most appropriate course of action. Formal planning helps reduce risk in decision making. 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. Planning, in so far as it serves to formulate established goals, helps to create a unity of common purpose within the organization. Today, strategic planning is becoming the rule rather than the exception.

strategic planning enterprise managerial

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Strategic planning is based on the concept of strategy. It reflects the main goals of the company, such as expanding market share, growing profits, conducting advanced scientific and technical research, ensuring high competitiveness.

Methodology, methodology and technology of strategic planning - the science of strategic planning, which is closest to practical activities, and is designed to implement the achievements of other sciences. The system of strategic planning methodology is the scientific basis for the development of a system of forecasts, projects, programs and plans.

Strategic planning is a tool by which a system of goals for the functioning of enterprises is formed and the efforts of the entire team of the enterprise are combined to achieve it.

The difference between strategic planning and operational, long-term and long-term planning is the limited time frame. For example, operational planning developed for a period from one day to a month. Here, the activity is aimed at ensuring coherence and consistency in the work of all parts of the enterprise for the production of competitive products of a given quality and volume. promising planning - plan for a period of 10-20 years, provides for a long-term forecast, i.e. the development of the enterprise in the future. Long-term planning is a process carried out by the leaders of an organization in order to determine long-term (usually 3-5 years) goals for the enterprise. In general, it can be noted that if long-term planning focuses on setting the company's goals, strategic planning determines the most appropriate ways to achieve these goals.

Strategic planning has replaced long-term planning. Its advantage was that the space of activity of an organization, an enterprise has become more voluminous, since along with elements of the internal environment on which traditional forms of planning are based, strategic planning includes such aspects as economic, political and social factors, customer needs, competitors' actions, scientific and technological changes, etc.

In the process of developing strategic planning, big number methods and models of strategic analysis, formal ways of solving problems. Currently, strategic planning has taken its place in a number of management functions, in many respects it has acquired a new content.