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Types of plans.
Now consider the interpretation of the current planning (Table 1), which is given in study guide ed. A.A. Radugina.
Of greatest interest are functional plans that describe actions that should be taken in the near future in a particular area of \u200b\u200bproduction, and contain a list of immediate goals and a time frame for achieving them. Consider the preparation of functional plans (Tables 2-4) in various areas according to A.A. Radugin*.
With regard to stable plans, these are directives aimed at increasing overall efficiency based on the observance of the simplest principles of organization. Stable plans are practically unrelated to the strategy of the corporation and are designed to manage the daily processes in the organization. There are three types of such plans: policies, procedures (standard instructions), and rules (recommendations).
Politics is a provision according to which
Table 1
The three types of current plans are set to make repetitive secondary decisions. The policy provides general guidelines for the implementation of activities, but in fact is the most typical and simple view stable plans. For example, any company may have a policy that only people with a certain level of education are hired.
Procedures (standard instructions) are something like a plan of action, consisting of a series of steps to be followed in the performance of certain [repetitive] tasks or in the performance of certain duties. A clear example of a standard instruction is the instruction to the motel clerk about the registration of new customers, itemized.
Rules (recommendations) are instructions on what actions should (or should not) be taken in each specific situation. For example, a motel clerk is instructed not to give visitors a room and keys until they have paid a down payment or shown a credit card. If the clerk ignores this recommendation, he is personally responsible for each unpaid room.
Strategic planning– strategy formulation process
table 2
The main accents of the functional marketing plan
Table 3
Main aspects of the financial plan
Table 4
The main aspects of the functional plan for production management
by stages, with an explanation of the role of each member of the organization (each of its divisions).
The development of an organization's strategy is not an end in itself for strategic planning. This complex and time-consuming work becomes meaningful if the strategy is successfully implemented in the future. In order to control the process of implementing the strategy and be sure that the goals set are achieved, the leaders of the organization are forced to develop plans, programs, projects and budgets, to motivate the process, i.e. manage it.
The result of the functioning of the strategic planning system is a set of interrelated planning documents that reflect the adopted strategic decisions and the allocation of resources. The system of plans serves as a form of materialization of the planned activities of the organization, but not its main result. The main thing is the definition of goals, strategies, programs, allocation of resources, allowing the organization to fully meet future changes. And these changes serve as a meaningful result of strategic planning and may include plans for research and development (R&D), product diversification, the approval of new products on the market, the curtailment and elimination of unprofitable industries, etc. On fig. 1 presents a conceptual diagram of the system of plans that an organization should develop in a market economy.
The basic premise underlying the structuring of the system of plans reflects the well-known conclusion of control theory - the “law of necessary diversity”, according to which a complex system requires a complex control mechanism. In other words, the system of plans should be about as complex as the organization itself and the external factors that should be reflected in it.
Rice. 1. System of organization plans
As can be seen from the diagram in Fig. 1, in modern organization four groups of interrelated plans should be developed:
1. The main areas of activity, the main content of which is a strategy for the foreseeable future - 10-15 years, sometimes more.
2. Plans for the development of the organization for a period of 1 to 5 years. From the standpoint of strategic planning, the most important content of them is the prospects for improving production, the transition to the production of a new generation of products, new technology.
3. Tactical * plans that regulate the current activities of the organization.
4. Programs and plans-projects that are targeted: the development of new products and technologies, reducing production costs, saving energy resources, penetrating new markets, etc.
The first two groups of plans are the main product of strategic planning. These plans should subsequently be transformed into tactical and project plans, since they can only be implemented through them. In addition, the projects serve as a rationale for the organization's development strategies chosen at earlier stages. Consequently, tactical plans and projects are also partially included in the strategic planning system.
Main directions of activity. This plan is also called strategic. It is the pinnacle of the system of plans because it characterizes the main purpose of the organization, its goals and strategies. This plan serves as a reference point for all other plans. At the same time, it also serves as a constraint in making decisions about the main activities (products and services) and markets.
Organization development plan. It defines the activities that are necessary to create new generations of products and services, more clearly outlines the path to new positions defined in the “main lines of activity”. The development plan answers the questions: What conditions are expected for the organization's goods and services? What conditions and climate must be created within the organization to facilitate the creation of new products and the identification of new markets? What are the resources available to create new products and services?
The development plan serves as a guideline for the development of: a) a diversification plan that characterizes the creation of new types of products, services and markets designed to complement or replace manufactured products; b) a liquidation plan that shows what elements the organization should be freed from (products, services, property or structural units); c) R & D plan, which reflects the activities for the development of new products and technological processes taking into account existing demand or new markets for already produced goods and services. The R&D plan affects all elements of the organization - products, markets, finances and management.
tactical plans. These plans are also called "operational plans" or "profit plans". They are focused on the measures by which the manufactured goods and services are produced and delivered to existing markets. Plans for current activities are supported by plans for each functional area: sales, finance, production, purchases, etc. These plans are closely linked to the strategic plan, although they are not part of it.
Tactical plans serve as the main tool for the implementation of strategic plans and from this point of view they have some differences from the latter, which must be taken into account in practical work:
Tactical plans are developed in full accordance with the strategic plans, in their development;
When developing tactical plans, the principle is implemented: "who must carry out the plans, he develops them." In other words, if strategic plans and decisions on them are made by the top management of the organization, then tactical plans are developed at the level of middle managers;
Tactical plans, as a rule, are designed for a shorter period of time than strategic ones, so the results of their implementation appear relatively quickly and it is possible to quickly take action on identified deviations.
It is also important to emphasize here that in the conditions of the transition to a market economy, the structure of tactical plans, the principles of their development, and the priorities of the main sections change significantly. So, the annual plan of the organization, as a rule, includes four main sections: a marketing plan, financial plan, production plan, procurement plan. The product marketing plan, which is developed through the marketing approach, is the "setting" for all subsequent sections. Depending on the stage of development market relations and the prevailing external conditions of the company's activities, the priorities of the sections of the plan and their significance change. The sales plan, or the financial plan, or the production plan may come first.
Each strategic plan is necessarily supported by a set of programs and project plans. For example, an organization's development plan is substantiated by short-, medium- and long-term programs that specify the activities included in it. These may be programs for the development and implementation of a new type of product; development and implementation of a new management information system, perestroika organizational structure firms, etc. Programs, in turn, are supported by specific projects. Each project is unique in the sense that it has a certain cost, implementation schedule and technical and economic parameters.
We note an important methodological feature of the formation of a system of planning documents in strategic planning - the need for a mechanism for adapting* organization plans to changing external development conditions. The adaptive nature of the plans suggests that they must be sufficiently flexible, easily adaptable to unexpected changes in external factors. Therefore, in order to ensure the adaptive nature of strategic planning, all types of plans, especially tactical ones, must provide for actions in case of unforeseen circumstances. These actions must be implemented through a well-known methodical technique - situational planning.
A strategic plan is always subjective in nature and is based on assumptions, opinions, forecasts and predictions, associated with some degree of uncertainty and risk. Therefore, it is very important for the management of the organization to know what will happen if the assumptions and forecasts made do not come true. Situational plans allow you to answer the question and determine to what extent the organization will have to change the goals and strategy of its behavior in the future.
Organizations in which contingency plans have become an ordinary part common system plans, acquire the ability to quickly and effectively respond to changes in the external environment; this reaction is reflected in the entire system of plans and, above all, in the plans for current activities. Thus, an adaptive strategic plan should be a set of situational plans, each of which comes into action in certain situations that develop in the external environment of the organization.
The system of plans, programs and projects, in addition to performing the main management function, is also essential tool distribution of strategic and tactical resources. In fact, a preliminary indicator of the quality of a plan or program is the willingness of management to allocate resources for its implementation. Plans help to allocate resources in areas that management believes are most effective and lead to the achievement of set goals. At the same time, the plans do not give a complete answer to the question: what specific resources and in what quantity are required?
There are several methods for identifying the needs and allocating resources needed to implement an organization's chosen strategy and coordinate follow-up actions. At the first stage of planning, experts' assessments, various aggregated methods based on standards, and budgets are used. But the most widely used formal planning method, which is used to ensure consistency between various plans and allocation of resources, is the development of budgets.
In the domestic practice of long-term planning, when the state budget served as the main source of development financing, cost estimates were developed for these purposes. The advantage of budgets is that they not only answer the question of how much and what kind of resources are required, but also show the sources of their replenishment. The essential feature of the budget is quantification resources and goals. Most often, budgets are developed and evaluated in terms of cost, but sometimes temporary, labor and in-kind are used. Quantitative budget indicators enable the manager to evaluate, compare and coordinate various aspects of the organization's work.
Budget development is a rather complex and responsible work that is carried out as part of strategic planning. It begins with the declaration by the management of the organization of the overall mission of the firm and the goals of the strategic business units(SHP) * and individual subdivisions. Then the SHP and subdivisions proceed to the development of preliminary estimates or budgets for a certain planning period. These documents are presented to the management, which carefully examines them, and the necessary adjustments and guidelines are made to the SHP plans to refine the budgets. In fact, at this stage, the distribution of available resources between SHPs takes place, and the funds from which they will be financed or supplied are determined. At the final stage of budget development, based on the instructions of the management, a detailed itemized accounting of resources and sources of their receipt takes place.
As a rule, the process of resource allocation between SHPs, units, plans and programs does not end with the development of the final budget. The adaptive nature of strategic plans involves the periodic adjustment of budgets in accordance with changes in the goals or strategies of the organization or its units. Therefore, it is very important to create a permanent mechanism for the redistribution of resources. This problem can be solved by the methods already mentioned. A convenient tool for performing this work is the well-known method of redistributing resources using network graphics. Along with a good and visual structuring of the complex of work performed, their interconnection and interdependence, it becomes possible to use modern technology for the redistribution of resources. computer science.
Strategy planning - view management activities requiring significant effort and time. Since the functions of strategic planning are carried out by people, then, as noted above, this process must be formalized and managed. Management of the implementation of the strategy should also be carried out by stimulating the proper attitude of managers and employees at all levels towards it. Of particular note here is the need to create and constantly maintain a good organizational and psychological climate, it is advisable to instill in employees the idea that constant changes are a natural state of development of the organization, and you need to be constantly ready for these changes.
The main condition for the effective functioning of the strategic planning system is the constant attention to it from top managers, their ability to prove the need for planning, to involve a wide range of employees in the development and implementation of the strategy. This attention is especially important at the first stage of the implementation of the planning system in the organization. After the introduction of strategic planning and its dissemination to all departments, after it confirms its effectiveness and the number of employees who realize the need for it increases, the management process can be largely structured, and rewarding employees for valuable suggestions for improvement will play a significant role in it. products, development of new markets, planning systems, development new strategy.
Yu.V. Kuznetsov and V.I. Podlesnykh describe planning from the point of view of organizing the process as follows.
Planning as an integral part of the management system is expressed in a wide variety of organizational forms. In centralized organizations, planning is usually also centralized. Under top management, there is a central service that reports directly to the president or vice president and develops long-term and current plans for enterprises and departments that make up the organization. Enterprises and divisions do not have planned services. This scheme is used in organizations with a small number of enterprises of the same or similar profile. In large decentralized organizations, the work of forward planning is concentrated in production departments. top management determines only the general direction of development: the location and structure of capital investments, the total volume of production and profits. The central planning service develops the form of plans and communicates to the subdivisions the restrictions that are imposed common goals organizations. The transfer of the center of gravity in planning to subdivisions is due to the development of their independence. The coordination and control over the work of the planning services of the subdivisions is carried out by the central planning service. Each division has a bureau of production planning and control, which is engaged in the preparation of detailed operational plans and monitors their implementation.
Various types of plans are regularly drawn up by the management of enterprises. The success of the work and the achievement of high results largely depend on how clearly, qualitatively and in detail they are drawn up. This is a kind of benchmark that helps the company move in the right direction, taking into account the external situation and the degree of resource availability.
Plans and planning
Planning is an activity to determine the prospective state and functioning of the company. It plays a huge role in the activities of the organization and has several important functions:
- determination of the prospects for the development of the enterprise;
- savings material resources;
- reducing the risk of ruin and bankruptcy due to unforeseen fluctuations in the economy;
- timely response to changes in market conditions;
- improving work efficiency.
A plan is an approved document that contains a specific list of actions, goals, methods and digital indicators compiled for a specified period. In addition, it includes information on available and missing resources, which are designed to ensure that the results obtained are as close as possible to those previously announced.
Planning principles
All types of plans are drawn up on the basis of certain principles:
- objective necessity dictated by modern economic conditions;
- all indicators must be specific and have a numerical dimension;
- the plan should have clear time limits;
- all figures must be realistic and justified (should be based on the availability of resources in the enterprise);
- the form of the program should be flexible so that it is possible to adapt to changes in the external and internal environment;
- planning should be carried out comprehensively and cover all areas of the enterprise;
- programs for all structural divisions should not contradict each other;
- all drawn up and certified plans are binding;
- focus on achieving maximum economic results;
- at each of the stages, several alternatives should be developed, among which the optimal one is subsequently selected.
Compliance with these principles allows you to make plans real, detailed, and most importantly - effective.
What are the plans
In accordance with various classification criteria, the following types of plans are distinguished (for better clarity, we have presented the material in the form of a table).
| sign | Kinds |
| By time | Short term. Medium-term. Long-term. |
| By goals | Tactical. Operational. Strategic. |
| By accuracy | Detailed. Enlarged. |
| By scope | Corporate. |
| By content | Production and sale of products. Supplies. Personnel. Costs. Financial investment. Social. |
| By landmark | Reactive (due to any events or on the basis of previous experience). Interactive (provide for the interaction of past, future and present indicators). |
All of the listed qualification signs can exist both separately and intersect in one planning document.
Business plan
To attract investment or to get a loan to develop your own business, you need to correctly present your idea. To do this, you need to draw up a business plan, which is information about the organization, as well as its financial indicators. It consists of the following sections:
- to begin with, a short summary is drawn up that reflects the general content of the document;
- further describes the goals of the project, as well as the tasks that are designed to ensure their achievement (this component of the plan should reflect not only the philosophy of the organization, but also its focus on material results);
- information about the company's activities;
- analysis of the situation in the industry, as well as a description of the competitive environment;
- target audience and markets;
- marketing strategy and promotional activities;
- production technology;
- organizational structure and measures to ensure activities;
- information on the planned number and structure of personnel;
- financial part (this component of the plan should contain calculations of all economic indicators);
- enterprise responsibility;
- unforeseen circumstances and business liquidation.
Inspection plan
The work of the enterprise requires continuous monitoring of compliance with the specified indicators. To do this, an audit plan is drawn up for the organization as a whole, as well as for each unit separately. Similar documents are also drawn up by tax and other regulatory services. At the enterprise, inspections can be carried out both on their own and with the involvement of outsiders and organizations. This should also be written into the plan. 
Definition of a forward-looking strategy
Strategic planning is the process of determining the desired future state of an enterprise through analysis, forecasting and goal setting. We can say that this is a certain set of actions to create long-term prospects for the organization.
Strategic planning may include the following points:
- distribution of material and technical resources between departments of the organization;
- response to changes in the external environment, as well as the conquest of their own niche in the market;
- possible future change organizational form enterprises;
- coordination of management actions in the internal environment;
- analysis of past experience in relation to future plans.
The strategy of the enterprise is developed by the top managers of the company. It must necessarily be supported by financial calculations based on a retrospective analysis. One of the main requirements for such plans is flexibility, because the external environment is quite unstable. Also, when developing a strategy, it is necessary to take into account the fact that the costs of its implementation must be fully justified by the expected results.
Enterprise development
The enterprise development plan implies cardinal changes both in the economic and in the organizational system of the company. At the same time, significant financial and technological growth should be observed. The central place is occupied by the increase in production volumes and, as a result, net profit.
A strategic plan for the development of an enterprise can be developed in the following main areas:
- improvement of the production program;
- introduction of achievements of scientific and technological progress;
- increasing the efficiency of production by increasing the indicators of labor productivity and material efficiency;
- a plan for the construction of new facilities, as well as the installation of new equipment;
- improvement of the personnel structure and composition;
- improvement of the social status of employees;
- introduction of environmentally friendly production systems.
Perspective plans
Long-term plans are the most important component of the activities of managers, which largely determines the effectiveness of the company as a whole. During their development, not only specific goals should be specified, but also the resources that will be used to achieve them. In addition, the timing of the implementation of the planned activities should be determined. It can be said that it is necessary not only to determine the directions of activity, but also to foresee options for the development of the situation in the external environment.
Long-term plans are based on forecasts regarding the future economic situation both inside and outside the organization. The period of drawing up such a program can cover a period of time up to 15 years.
financial planning
The financial plan is inextricably linked with the development of economic and social issues. It reflects the use of material resources, as well as the planned cost of finished products. Also when compiling this document the use of available material reserves and financial resources should be provided for in order to improve the production process.
A financial plan is similar in form to a balance sheet. It should clearly spell out all the articles that relate to the revenue and expenditure parts. The income section displays transactions such as equity receipts, interest on deposit accounts, and so on. Speaking of costs, they note depreciation, repayment of debts, and so on.
Enterprise annual plan
Almost every production (and even non-production) enterprise considers it mandatory to draw up a work plan for the year. It prescribes such points as the cost of production of components and parts, as well as the cost of finished products, the revenue that is expected to be received, as well as the amount of mandatory payments.
The annual plan is something like a forecast. It is based on the development trends of the enterprise itself, as well as the industry and the market as a whole. These forecasts are made on the basis of data for previous periods, while taking into account possible deviations and unforeseen fluctuations in the economy.
On the large enterprises it is not enough to draw up an annual plan only for the organization as a whole. Financial calculations and detailing of economic indicators for each division are required. At the same time, such plans should be linked to each other and not have contradictions.
Drawing up an operational plan
The operational work plan allows you to ensure the implementation of the strategic goals of the enterprise. Unlike long-term plans, this type regulates the current activities of the company. Such a document may cover a period of up to three months.
- the organizational structure of the enterprise, which must undergo changes or remain in the same state;
- manipulations with the existing technological base or the acquisition of new equipment;
- efficiency improvement economic efficiency in general or its individual indicators;
- determination of the profitability of the coordinates of the enterprise itself or its main counterparties;
- improving the procedure for managing inventories in order to ensure their savings;
- improvement of product quality control processes at all stages of its manufacture;
- increasing the company's reputation among suppliers and customers by improving the image.
Planning process
Drawing up plans for the work of enterprises involves the passage of several successive stages:
- definition possible problems and risks that the company may face in the prospective period;
- definition of the goals of the enterprise, as well as their clear economic justification and assessment of the reality of their implementation;
- logistical and financial condition enterprises; assessment of the cost of resources that are necessary to achieve the goals;
- specification of goals by dividing them into separate specific tasks;
- development of measures to control the execution of plans, as well as the definition of their schedule.
Without drawing up clear and detailed plans, it is impossible to ensure the smooth and efficient functioning of the enterprise. Management must have a clear idea of the objectives of the activity, as well as the means that will be needed to achieve them. In addition, all types of plans provide an opportunity for the enterprise to mitigate the impact of economic fluctuations.
Like any activity, planning is characterized by methodology and organization.
Planning methodology is the choice of a set of principles, approaches, ways of organizing and planning methods for effectively solving problems and achieving its goals.
Planning organization is a way of ordering certain actions in accordance with their composition, structure and characteristic features. The object of organization is the planning process itself. (the task of managers is to consciously choose and design a planning methodology).
Method in planning - methods, techniques, planning procedures that are essential and allow you to successfully solve a particular problem.
Planning methodology - a set of methods related by the generality of the problem being solved, performing the function of a methodological instruction.
The object of planning is various socio-economic systems (enterprises, its links, etc.)
The subject of planning is the activity itself and relations that cover individual elements of the system and its interaction with the external environment.
Planning principles: (A. Fayol, R. Ackoff)
The principle of unity (holism) - planning in an organization should be systematic;
The principle of participation;
The principle of continuity;
The principle of flexibility;
The principle of precision.
Classification of types of planning.
1. According to the degree of obligation to fulfill planned targets:
Directive planning - has a mandatory character in relation to planning objects;
2. According to the planning time horizon:
Long-term planning (3 or more years);
medium term;
Short term (up to 1 year).
3. By type of planned decisions:
Strategic planning - covers not only the relationship between subsystems within the company, but also the relationship between the company as a whole and its business environment, with which the company directly interacts and on which it has a direct impact. Strategic planning is based on strategic decisions that: 1) are future-oriented and serve as the basis for making tactical and operational decisions; 2) are associated with significant uncertainty, since they take into account uncontrollable factors in the external environment of the business; 3) are associated with the attraction of significant investment resources, and therefore may have significant long-term consequences for the company.
Tactical planning - covers the relationship between the subsystems of the company, as well as between them and the company as a whole.
Operational planning - choosing from traditional means of solving problems or those established by higher management and developing a process for their implementation.
4. According to the planning object:
Corporate;
Business planning;
Planning the activities of functional units;
Planning the activities of structural units;
Planning the activities of individual workers.
In accordance with the indicated types of planning, the following types of plans are distinguished: corporate plan; business plan; operational plans for the activities of structural units.
5. According to the degree of coverage of the planning object:
Partial.
6. On the subject of planning:
Production planning;
Supply, marketing, sales, finance, personnel, R&D.
7. According to the degree of repeatability:
systematic;
One-time.
8. According to the degree of adaptation:
Rigid;
9. In terms of detail:
Aggregated;
Detailed.
10. According to the form of coordination:
Sequential planning - plans are developed with a certain frequency and upon completion of one plan, another one is developed on its basis;
Synchronous planning when the content of plans for all years is determined simultaneously, taking into account their temporal interdependencies;
rolling planning;
Extra planning.
11. By orientation of planning ideas:
Reactive - orientation to the past development of the company;
inactive;
proactive;
Korobova E.V. Lectures discipline "Management" Section 4. Strategic management
Section 4. Strategic management
4.1. Planning forms. Types of plans
Main stages of planning
Types of planning
In management, the following types of planning are distinguished (depending on the time period of implementation):
strategic (long-term);
tactical (medium term);
operational (short-term).
Strategic planning covers a long period of time (most often 3 - 5 years). The concept of "strategy" (from the Greek. strategos - the art of a general) was originally used in the military sphere when determining ways to achieve victories.
The strategy of a modern organization is the determination of the main directions of development, based on the external and internal circumstances of its activities.
The first step in the preparation of strategic plans is the analysis of the environment and the internal potential of the organization.
The second stage involves the definition of the mission and key goals of the organization.
The third stage is to develop an organization development strategy.
First group- growth strategies (marketing strategies), which consist in improving the activities of the organization in the areas being implemented, without changing the scope of activities. In this group reference strategies identify the following specific strategies:
strategy for strengthening market positions. For example, a preschool educational institution concentrates its efforts on improving its position in the market by reducing prices, improving the quality of services, actively offering (advertising) them to potential customers (parents);
the market development strategy involves the development of new markets and the offer of services provided by the organization. For example, an organization educational services children who do not attend kindergarten on a regular basis (creation of short stay groups);
service development strategy, which consists in the provision of new services in the market already mastered by the organization. For example, replenishment of the range of preschool services with a new service - stretching (a system of exercises to develop flexibility).
Second group- strategies of diversified growth, involving a change in the activities of the organization, its scope and a significant transformation of the services provided.
Diversification(from lat. diversificato: diversus - diverse, cato - I do, build) - building diversity, in management - the organization's response to changes in the environment by transforming its own activities.
An example of the implementation of this strategy will be the creation of a health center for children on the basis of a preschool educational institution, which will require a significant transformation of the activities of the kindergarten, the use of new work technologies, and the coverage of new markets. The most common option for implementing a diversification strategy in the system preschool education is the transformation preschool to kindergarten school. This, on the one hand, complicates the management of the institution, the organization of its work, and on the other hand, it contributes to the expansion of the service market, attracting more clients to the preschool educational institution.
The strategies of this group are the most difficult for their practical implementation, since they require high resource support, the readiness of staff to implement a new strategy, the ability of the manager to analyze and predict the state and development of the markets that the organization enters. However correct definition These strategies allow the organization to survive and take a better position in the market.
Third group- reduction strategies. These strategies are implemented if it is necessary to redistribute forces within the organization in order to successfully adapt it to the conditions of the external environment. The implementation of these strategies is quite painful for the organization. But it should be remembered that the development, growth of the organization is often impossible without the reduction, abandonment of certain areas of the organization's activities.
For example, a decrease in the number of children preschool age visiting kindergartens led to the choice of a strategy to reduce the number of groups in kindergartens. However, many of the managers found a way to survive educational institution, having redistributed internal resources (requalification of teachers, equipping vacant rooms in the garden with special equipment, etc.), they began to implement a strategy for the development of services by creating an art studio, a choreography hall, a physiotherapy room, etc.
Thus, as a result of strategic planning, an organization development program is created, which determines its initial state and the potential of the environment, mission and strategic goals and develop a strategy for its further transformation.
The prepared strategic plan is a guideline for subsequent tactical planning.
tactical planning carried out for the medium term (1 - 3 years). The term "tactics" (from the Greek. taktikd - the art of building troops) was originally used in the military sphere and meant maneuvering forces aimed at ensuring the implementation of the developed strategy. Therefore, the essence of tactical planning is to determine the tactics of distributing the organization's resources to achieve strategic goals.
The main difference between strategic and tactical planning is that the former answers the question - what is our goals (priorities) in activities, and the second - how shall we achieve them?
Tactical planning in organizations is carried out as part of the preparation of annual work plans and plans for major departments. Consider the stages of annual planning of the work of an educational organization.
First stage- analysis of the results of the organization's work at the previous stage.
achieved level of problem solving, its quantitative and
quality characteristic;
analysis of the results of the team's activities in order to
dachas, positive and negative aspects of its activities;
determination of conditions conducive to the receipt of unexpected
rated results;
identifying the causes that caused shortcomings in work, failures in
implementation of plans;
designation of ways to solve problems that will be
wife at the heart of a new planning cycle.
After they are defined, it is necessary to build a "tree of goals", which involves the division of the main goal into its component parts. This process is called "target tree" design. According to M. M. Potashnik, the design of the "tree of goals" is carried out by decomposing the main goal into sub-goals according to the following rules:
the statement of goals should describe the desired results;
the statement of the main goal should describe the specific result;
at each level, subgoals must be independent and non-derivable from each other;
decomposition ends when a certain elementary level is reached, when the formulation of the subgoal allows us to proceed to its implementation without further explanation.
The decomposition can be graphically represented as a branching graph, where the base is the main objective, and the nodes of the branching structure are subgoals.
Third stage - determination of measures to achieve the set goals. Measures to achieve goals are called a set of means, methods, actions to implement the activities of an educational institution.
At this stage, the content of activities for the planned period is specified; performers and those responsible for its implementation, a mechanism for coordinating their actions; resources to implement the plan.
Fourth stage - discussion and approval of the plan at a meeting of the council of the organization (pedagogical council of the preschool educational institution). Before proceeding with the consideration and approval of the plan within the framework of the work of collegiate bodies, members of the organization are invited to get acquainted with the draft plan, express their opinion, suggest additions, corrections.
In this way, tactical (medium-term) plan allows you to determine the specific goals of the organization and the means to achieve them. It shows not only what needs to be achieved, but also how it can be done.
On the basis of the tactical plan, an operational plan for the work of the organization's employees is developed.
operational planning carried out for a short period (usually covers a period of up to several months).
Operational plans are drawn up on the basis of tactical ones and include the specific content of work by day. This type planning is practically carried out by every qualified employee of the organization. So, for example, in a kindergarten, a senior teacher prepares a plan for methodological work for a month; the nurse draws up a plan of recreational activities for 30 days; the educator develops a calendar plan for the educational process in the group, etc. For operational planning, employees most often use diaries, in which they indicate the date, time, content of an event. The definition and implementation of daily plans by each employee of the organization, step by step, brings them closer to achieving the developed development strategy.
3. Forms of planning
When preparing plans, it is possible to use the following forms of planning: text, network and graphic.
Text planning form involves writing a plan in the form of text. This form is widely used when planning work for a year or longer periods of time.
Most often they resort to it when:
description of the results of the analysis of the work of the organization for the previous period;
establishing cause-and-effect relationships that led to the achievements of the organization and the problems that arose;
characterization of the current situation in the organization at the time of planning.
It allows:
clearly display the scope and structure of the problem being solved;
identify and analyze the relationship between various activities;
effectively determine the mechanism for using resources;
avoid overloading plans, their oversaturation.
The cyclogram is the basis of the network planning form. Cyclogram- a form of a plan that reflects regularly recurring events, in particular for the next academic year.
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Events |
Months |
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IX |
X |
XI |
XII |
I |
II |
III |
IV |
V |
VI |
VII |
VIII |
|
Graphical planning form reflects the content in the form of two-coordinate graphs, charts, histograms. Most often, this form of planning is used to demonstrate quantitative indicators. Its application allows you to visualize the entire amount of work for a year, month, day.
Planning is the definition of a system of goals for the functioning and development of an organization, as well as ways and means to achieve them. Any organization cannot do without planning, as it is necessary to take management decisions relatively:
Resource allocation;
Coordination of activities between individual divisions;
Coordination with the external environment (market);
Creation of an effective internal structure;
Control over activities;
Organizational development in the future. Planning ensures the timeliness of decisions, avoids hasty decisions, sets a clear goal and a clear way to achieve it, and also provides an opportunity to control the situation.
In general, the planning process can be distinguished:
The process of goal-setting (definition of a system of goals);
The process of combining (coordinating) goals and means to achieve them;
The process of development or the unity of the existing system of work of the organization with its future development.
Goal setting is the process of developing a system of goals, starting from the overall goals of the organization and ending with the goals of its individual divisions. The result is a goal tree that underpins the entire planning process.
In itself, the presence of a goal does not mean that it will be achieved, it is necessary to have appropriate material, financial and human resources. At the same time, the level of achievement of the goal often depends on the amount of these resources. So, for example, to create an enterprise in a certain industry, you need initial investment. This financial resource must be available, and then a combination of the goal and the means to achieve it will be provided. As a result of coordination, plans appear that combine activities to achieve goals, deadlines, means and performers.
To implement the planning process, it is also necessary to have an established organizational system. The work of the organization is aimed at achieving target indicator, and the result depends on how this work is built and coordinated. Even the most ideal plans will not be realized without proper organization. There must be an executive structure. In addition, the organization must have the possibility of future development, since without this the organization will collapse (if we do not develop, then we die). The future of the organization depends on the conditions of the environment in which it operates, on the skills and knowledge of the staff, on the place that the organization occupies in the industry (region, country).
The entire planning process in an organization is divided into two levels: strategic and operational. Strategic planning is the definition of the goals and procedures of the organization in the long term, operational planning- a system of management of the organization for the current period of time. These two types of planning connect the organization as a whole with each specific unit and are the key to successful coordination of actions. If we take the organization as a whole, then planning is carried out in the following order:
The mission of the organization is being developed.
Based on the mission, strategic guidelines or directions of activity are developed (these guidelines are often called quality goals). An assessment and analysis of the external and internal environment of the organization is carried out.
Strategic alternatives are identified.
Choosing a specific strategy or way to achieve a goal. The answer to the question "what to do?".
After setting the goal and choosing alternative ways to achieve it (strategy), the main components of formal planning are:
Tactics, or how to achieve this or that result (the answer to the question "how to do it?"). Tactical plans are developed based on the chosen strategy, they are designed for a shorter period of time (current moment), developed by middle managers, the result of such planning appears quickly, and it is easy to correlate with specific actions of employees;
Policies, or general guidelines for action and decision making, that facilitate the achievement of goals;
Procedures, or a description of the actions to be taken in a particular situation;
Rules, or what should be done in each specific situation.
Planning and plans
Distinguish between planning and plans. A plan is a detailed set of decisions to be implemented, a list of specific activities and their executors. The plan is the result of the planning process. Plans and planning come in many variations and can be viewed from different perspectives.
By breadth of coverage:
Corporate planning (for the entire company as a whole);
Planning by type of activity (planning the production of carpets);
Planning at the level of a specific unit (planning the work of the shop).
By function:
Production;
Financial;
personnel;
marketing.
By sub-function (for example, for marketing):
Assortment planning;
Sales planning.
By time period:
Long-term planning - 5 years or more;
Medium-term planning - from 2 to 5 years;
Short-term planning - up to a year.
According to the level of detail of plans:
Strategic planning;
Operational or tactical planning.
As required:
Directive plans for direct mandatory execution;
Indicative plans that are indicative and depend on indicators of economic, political, etc. activity.
The plan as a result of planning for performers is a policy document and should include both mandatory and recommendatory indicators, and with an increase in planning time, the number of indicative (recommendatory) indicators grows. This is due to the fact that with long-term planning, the result cannot be determined absolutely precisely, since it depends on changes in business conditions and is of a probabilistic nature. Specific activities, goods, services and works, as well as structures, technologies and procedures can be planned. For example, planning for the expansion of an organization, planning for a better process, or planning for a product launch.
There are three main forms of organizing planning:
- "top down";
- "upwards";
- "goals down - plans up."
Top-down planning is based on the fact that management creates plans to be carried out by their subordinates. This form of planning can only produce positive results if there is a rigid, authoritarian system of coercion in place.
Bottom-up planning is based on the fact that plans are created by subordinates and approved by management. This is a more progressive form of planning, but in the conditions of deepening specialization and division of labor it is difficult to create a single system of interrelated goals.
Planning "targets down - plans up" combines the advantages and eliminates the disadvantages of the two previous options. Governing bodies develop and formulate goals for their subordinates and stimulate the development of plans in departments. This form makes it possible to create a single system of interrelated plans, since common targets are mandatory for the entire organization.
Planning is based on data from past periods of activity, but the purpose of planning is the activity of the enterprise in the future and control over this process. Therefore, the reliability of planning depends on the accuracy and correctness of the information that managers receive.
