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Planning of development processes in management. Organizational foundations of management

Planning is the formation of an image of the future in the mind of the subject. This is a prerequisite for the implementation of the goals. Planning is one of the most important management functions.

The purpose of planning is to ensure the achievement of the intended goals, the fulfillment of the tasks set.

The planning process consists of at least five steps:

1. Forecasting. Forecasting refers to the work done by a manager trying to look into the future. At this stage, a risk assessment is given.

2. Clarification and selection of development alternatives.

3. Formulation of goals.

4. Development of an action program and drawing up a work schedule.

5. Formation of the budget.

Types of plans:

I By degree of coverage:

General (covering the entire scope of the company);

Private (covering certain areas of activity);

Strategic (search for new opportunities);

Tactical (creation of certain prerequisites);

Operational (implementation of opportunities).

III On the subject of planning:

Target (determination of goals);

Fund planning (material and labor resources, finance);

Software (planning of production and marketing programs);

Action planning (special sales, multi-level marketing).

IV By areas of functioning:

Production planning;

Sales planning;

Personnel planning;

Advanced General Planning.

V By timing:

Short-term - up to 1 year (semi-annual, quarterly, monthly, weekly);

Medium-term (for a period of 1 to 5 years);

Long-term (for a period of 5 or more years).

VI In terms of governance structure:

General enterprise planning;

Planning areas of activity;

Planning the work of the company's departments.

VII On the possibilities of changing plans:

Rigid planning;

Flexible planning.

The entire planning process at the enterprise is divided into 2 stages:

1) Development of the company's strategy (long-term, strategic planning).

1) Definition of planning tactics (operational, tactical planning).

Planning principles ( general rules planning compliance). The effectiveness of planning depends on their observance:

1. The principle of unity. An organization is a system. The planned activities of any link in the organization should be connected with the planned activities of the entire organization. Changes in the plans of one of the units must be reflected in the plans of other units;

2. The principle of participation. The planning process must involve those directly affected by it. Advantages of implementing the principle: 1. Each participant acquires a deeper understanding of the organization, knowledge of various aspects of its life. Simplifies the process of exchanging internal information. 2. Personal participation of members of the organization, including ordinary employees, leads to the fact that the plans become personal plans of employees, and participation in achieving the goals of the organization brings them satisfaction. Each employee has new motives for effective work; the team spirit is strengthened in the organization. 3. Employees, engaged in planning, develop as individuals, they acquire new skills, knowledge, the horizon of personal opportunities expands, which means that the organization acquires additional resources to solve future problems.

3. The principle of continuity. The planning process must be ongoing. Uncertainty external environment and its frequent changes make it necessary to constantly adjust expectations regarding external conditions and the corresponding correction, and clarification of plans. It should also take into account the constant changes in the company's ideas about its internal capabilities.

4. The principle of flexibility associated with the principle of continuity is to allow plans to change direction due to unforeseen circumstances. From a financial point of view, the implementation of this principle requires additional costs, and their level should be related to the likely future risk (the costs may be so high that the flexibility of the plan and the associated benefits will not pay for them).

5. The principle of accuracy - plans should be concretized and detailed to the extent that external and internal conditions enterprise activities.

6. Reality.

7. Security planned assignments resources.

8. Directiveness.

Questions for consolidation:

1. Define planning as the main function of management.

2. What are the stages of planning?

3. List the types of plans.

4. What are the basic principles of planning?

Please select one correct answer:

1. At the planning stage, the following are determined:

A) company goals

B) Results of completed work

2. Plans covering the entire scope of the company's activities are called:

A) private

B) General

3. Short-term planning has terms:

A) 0 - 1 year

B) 1 – 5 years

C) 5 - 7 years

D) 7 - 10 years

4. Which of the following principles does not apply to planning:

A) the principle of unity

B) The principle of accuracy

C) The principle of separation of powers

D) The principle of continuity

5. Operational planning includes:

A) looking for new opportunities

B) the creation of certain prerequisites

Realization of opportunities

Planning and forecasting in the management system

Essence and classification of management functions

Functions and methods of management

1. Essence and classification of management functions

2. Planning and forecasting in the management system

3. Organization as a function of management

4. Motivation of activity in management

5. Coordination in the management system

6. Management methods

FUNCTIONS OF MANAGEMENT - a special type of activity taking place in control system and performed by special methods and ways. The management process must be sustainable, i.e. keep the main properties when changing the external and internal environment. Functions are divided into public and private. General management functions do not depend on the management object and reflect the essence of management processes. These include:

Forecasting planning

Organization

Motivation

Coordination

Control.

Private or specific functions reflect the content of the management process for various objects. The allocation of management functions is associated with the division of labor specialization.

Planning- this is the view management activities to establish the goals of functioning and ways to achieve them, activities to develop and adopt management decision determining development prospects and the future.

The result of the planning process is a system of plans, including corporate, functional plans, employee plans. The plan provides goals and objectives; ways and means; resources necessary to achieve the goals; proportions; organization of the implementation of the plan and control.

According to management levels:

Strategic planning- an attempt to look in perspective at the fundamental components of the organization, assess trends in its environment, determine the behavior of competitors. Actions aimed at fulfilling strategic goals (large-scale problems). 5 years.

Tactical planning - tactical goals (particular problems), support for strategic plans. Defines intermediate goals on the way to achieving strategic goals and objectives.

operational planning. In the operational plans, the standards of activity, the description of work fit into such a system in which everyone directs his efforts to achieve the general and main goals of the organization.

Planning functions answer questions such as where we are, where we are going, how we are going to get there.

The planning process is:

1. purpose of the organization.

2. definition of the objectives of the organization.

3. drawing up plans for the implementation of work to solve the tasks.

4 development of general directions in the implementation of the plan at each managerial level.

5. development of specific procedures and rules for the implementation of plans.

Principles of effective management planning:

limiting factor principle(taking into account constraints and obstacles is mandatory for the validity, clarity and constructiveness of plans);

commitment principle(planned obligations must achieve the goal set by the management decision, and be supported by the necessary time reserves for this);

principle of scientific validity and optimality;

principle of timeliness;

the principle of complexity(systemic linkage of all plans developed in the organization);

principle of flexibility(the plan must provide for the possibility of the occurrence of unforeseen events and the reaction to them, maintain the necessary reserves and provide for planned alternatives);

principle of primacy of planning(the plan should precede the actions to implement the adopted management decision);

principle of planning assumptions(consistency of planning assumptions of individual structural divisions and employees will ensure the effectiveness of corporate planning);

planning continuity principle(due to the periodic extension of plans, long-term large-scale calculations are combined with short-term detailed planning);

iteration principle(the planning process should include numerous discussions, discussions and agreements);

principle of effective planning(the costs and consequences of developing a plan should contribute to the achievement of the organization's goal);

the principle of unity of scientific, technical, social and economic tasks organization development(finds expression in the composition of the target parameters for planning the organization's activities, the types of plans being developed, in the evaluation criteria);

disciplinary principle(based on the use feedback and control);

principle planned decisions and so on

The initial element of planning is forecasting

Forecasting is the prediction of the results of the enterprise. Forecasting uses both accumulated experience in the past and current assumptions about the future to determine it.

Forecasting methods can be. quantitative and qualitative .

1. Planning - management function, which determines the goals of the organization, the necessary means, as well as the most effective methods to achieve these goals. The initial element of planning is the preparation of forecasts showing possible directions for the future development of an object, considered in close interaction with its environment.

The organization usually forms a single plan for managing activities, but within it, to achieve specific goals, various methods. Figuratively speaking, a map of the path along which the organization should move towards the goal in a specific period of time is drawn up.

The type of planning and the corresponding plan type depend on the level of the organizational hierarchy at which they are carried out.

So, strategic planning provides for the promotion of such goals in the development strategy of the organization, the implementation of which will ensure its effective functioning in the long term in its market niche. Strategic planning is carried out on highest level management hierarchy.

At the middle level of management, tactical plani ing , those. intermediate goals on the way to achieving strategic goals and objectives are determined. Tactical planning is based on the ideas developed during strategic planning.

At the bottom level of the organizational hierarchy, ope rative planning. Operational - current production, financial and performance planning for short periods of time, focused on supplementing, detailing, making adjustments to previously planned plans and work schedules.

All three types of plans (strategic, tactical and operational plans) make up common system, which is called the general, or general, plan, or business plan organizations.

With the help of the planning function, to a certain extent, the problem of uncertainty in the organization is solved. Planning helps managers better deal with uncertainty in boo spirit and respond more effectively to it

The composition and structure of the business plan

Business planning andbusiness plan

General characteristics and structurebusiness plan

1. Business planning - the process of developing a system of events! for the implementation of an entrepreneurial, investment project, the development of an organization for a certain period of time, drawn up V business plan

Business plan - this is a permanent document, which is subject to changes, additions related to changes both within the organization and And in the external environment. Such a plan as stratum logical document solves the following tasks: substantiates the economic feasibility of the organization's development directions; represents the calculation of the expected financial results of activities (sales, profits, etc.); determines the sources of funding for the implementation of the chosen strategy; outlines the composition of employees who are able to implement the planned activities.

Strategic business plan is an internal document. For investors, lenders and potential partners who may invest equity or technology, the business plan is drawn up in a concise form (summary), but in such a way that they see the reality and profitability of the implementation of this project. It is this document as a special management tool that is widely used in the modern market economy. For innovation activity, and is called a business plan.

2. Business plan - the basis of entrepreneurship. Business structure plan should be easily understandable to potential investors, the content of the chapters should correspond to their titles, have a table of contents. As a rule, development forecasting is carried out for 3-5 years, and in the first year, a breakdown of all indicators is given in detail (monthly, quarterly) indicating the responsible persons, in the second year - with an interval of six months, for the remaining periods - at the end of the year. The business plan indicates the possible causes of inaccuracies, problems and risks that are inevitable in the development of any new business and which may require adjustment of material and financial resources.

Typically, a business plan consists of the following sections: 1. Introduction; 2. Characteristics of the organization; 3. Description of products (works, services); 4. Analysis of the market and competitors; 5. Marketing plan; 6. Production plan; 7. Organizational plan; 8. Financial plan; 9. Investment plan; 10. Applications.

The volume of the business plan is 20-25 pages of typewritten text for small investments and 50-80 pages for attracting large investment capital

In whatever field of activity a person works, in any case he needs to make plans. It can be a daily routine, time management, work plan or strategic goals and objectives. In this article, I will focus on the types of planning in management and try to explain what kind of plans managers make and how to do it correctly and with the greatest effect.

Why do we make plans?

Everyone has a plan at least once in their life.
And I mean not only a written list of actions or purchases, but also a mental plan when you tell yourself what exactly and in what order you need to do today. And we make plans for different reasons. This saves us time, allows us to perform a number of tasks more productively or set priorities correctly.

Thus, planning is inherent in any person, and this is especially evident in business. An entrepreneur needs to do more than a dozen things every day, and he himself sometimes gets confused in his tasks. A clear daily routine allows a businessman to navigate his affairs and not forget about one of them. The same goes for leaders, especially big ones.

They, like entrepreneurs, have many tasks that need to be completed within a certain time. And if a worker has a short list of his duties, then the director of a department in a company has this list 50 times longer. He can spend a little time on each task, but when there are many of them, you need to think about how to rationally allocate your time and complete everything that is needed.

For big and small!

Planning must be present large companies, and for small businesses, because without setting strategic goals, your company will stop developing, and will soon go bankrupt. Even in the business plan, you had to prescribe how the company will develop for at least a year, and then you must constantly update this plan.

And the thing is that it is not you, as an entrepreneur or leader, who fulfill your plan, but hired performers who do not have to think at all, but only perform mechanical work according to the plan. And the more thoughtful this very plan is, the more effective the work of all your employees will become.

Types of planning in management! 3 types of plans!

1. Most often, plans are short-term, i.e. determine the list of tasks for a short time (up to a month). These can be instructions and orders from the management, orders from the owner of the organization, etc. Such plans are well thought out, they determine the actions of the performers down to the smallest detail. Moreover, they can be not only written, but also oral, both official and unofficial.

2. Medium term plans modern management are not always distinguished, but for a more detailed picture they can be distinguished. As a rule, such routines determine the actions of the management or performers from a month to a year. For example, this may be a plan for the construction of a small facility, a schedule for regular inspections, etc.

3. The last type of planning in management is long-term plans, or strategic ones. As a rule, they are approximate, but cover a wide range of tasks and a large time period.
Such plans are drawn up for a period of 1 to 10 years and can take into account not only changes in the enterprise itself, but also changes in the country or the world as a whole (inflation, the danger of crises, unemployment, etc.). As a rule, these documents are always official, because few bosses can and want to plan their work verbally for the next 10 years.

Alternate Classification!

In general, planning in management can be classified in different ways, and many of the modern classifications are not even of practical use. I want to add another one in this article:

1. Changeable plans.
This includes any planning, the provisions of which can be easily changed. As a rule, these are very approximate instructions that are created for managers, and not for performers. At the same time, the boss himself decides how exactly to execute the plan, whether to change it or leave it in its original form. Basically, having studied the document, the manager publishes his own, in which he already describes in detail all the actions on the part of the performer. Such plans may also contain alternatives.

For example, the owner orders an increase in the production of good A or good B, or to increase demand for products by lowering the price, improving quality, or marketing. In this case, the manager is faced with a choice of what to do, and must make the final decision. Of course, if a person cannot think, then it is contraindicated to give changeable plans into his hands.

2. Sustainable plans.
This view, oddly enough, is the opposite of the first. This plan contains clear instructions for action, and no one can change it. They issue it, as a rule, to the final executor or a small boss, and a person almost does not need to think, just follow the instructions.
On the one hand, this allows you to more accurately convey the desires of management to lower employees, but on the other hand, it excludes any alternatives depending on the current situation, because no matter how smart and competent a leader is, he cannot foresee everything.

If we connect this classification with the previous one, then we can say that short-term planning corresponds, in the vast majority of cases, to sustainable plans, while long-term planning is changeable. With regard to medium-term planning, there may be both rough instructions and strict instructions.

We do not have communism!

We live in a capitalist economy, not a planned one, and therefore there should not be very strict plans at enterprises. Don't set yourself too many strategic goals and try to fulfill them no matter what, because little will come of it.

For example, you can plan to increase profits and output over 5 years, but you don’t need to set clear numbers here, because you are unlikely to reach them. You may exceed the plan, or you may not reach it, so there is no point in such planning. Set the main goal or direction, and the rest depends on your ability and the ability of your people.

Your business should develop freely, use every moment to develop and exist more on short-term plans than long-term ones.

Planning inside and out!

You can plan the activities of the company both within it and in connection with the outside world.
For example, you can issue an order to create a new department or eliminate an old one, or you can issue an order to take over a competitor or a new marketing campaign.
Both types of planning must be applied because your organization must operate both internally and externally.

Who makes and approves the plan?

As a rule, significant plans are approved by top managers or big bosses, and sometimes even by the business owner himself. Only these people are endowed with such competence and are able to understand whether the plan is good or not. As for the compilers, everything is not so simple here.
In fact, any worker can draw up a plan, and if he turns out to be competent, then he will be accepted. As a rule, the leaders themselves do not do this, but only explain the main points to deputies or subordinates, and they are already typing the text itself. After that, the document is sent straight to the table to the boss and, with his edits and signature, comes into force.

The essence and role of planning in management

Planning as a function of management

The concept of management function. Function classification

Management functions

1. The management process is revealed V its functions that arose as a result of the division and specialization of labor in the field of management. Management functions are integral parts of any management process.

Management function is a type of management activity aimed at solving specific task management, which is carried out by special techniques and methods.

All the variety of management functions are divided into general and specific functions.

General Functions are forecasting and planning; organization, coordination and regulation; motivation; control, accounting and analysis.

To the number specific functions include production management functions (provision of raw materials, technological, labor organization, etc.), economic functions for servicing production, functions of managing scientific and technological progress And others

Forecasting and planning - determination of the goals of the activity, means and methods for achieving them. Drawing up plans, forecasts, strategic plan, plans for economic, scientific, technical and social development.

Organization - the formation of a management structure. Providing communication (communication) between the object and the subject of management.

Coordination and regulation - ensuring consistency in the work of all parts of the management system (divisions, managers, management personnel). Maintain stable production.

Motivation - activation of employees With the purpose of encouraging them to work to achieve the goals set in the plans, creating conditions for creative work and maintaining the constant interest of the staff in the results of work.

Control, accounting and analysis - quantitative and qualitative assessment and accounting for the results of labor by checking and analyzing all aspects of the activity and analyzing them.

characteristic feature common functions management are their interconnection and interpenetration

1. Planning - management function, which determines the goals of the organization, the necessary means, as well as the most effective methods to achieve these goals. The initial element of planning is the preparation of forecasts showing possible directions for the future development of an object, considered in close interaction with its environment.

The organization usually forms a single plan for managing activities, but within it, various methods are used to achieve specific goals. Figuratively speaking, a map of the path along which the organization should move towards the goal in a specific period of time is drawn up.

3. The type of planning and the corresponding type of plan depend on the level of the organizational hierarchy at which they are carried out.

So, strategic planning provides for the promotion of such goals in the development strategy of the organization, the implementation of which will ensure its effective functioning in the long term in its market niche. Strategic planning is carried out at the highest level of the management hierarchy.

At the middle level of management, tactical planning , those. intermediate goals on the way to achieving strategic goals and objectives are determined. Tactical planning is based on the ideas developed during strategic planning.

At the bottom level of the organizational hierarchy, operational planning. Operational - current production, financial and performance planning for short periods of time, focused on supplementing, detailing, making adjustments to previously planned plans and work schedules.

All three types of plans (strategic, tactical and operational plans) constitute a common system, which is called the general or general plan, or business plan organizations.