Crib: Planning as a function of enterprise management. Planning as a management function is the basis of the enterprise

INTRODUCTION
CHAPTER 1	The concept and essence of planning ……………………………
	Essence of planning…………………………………………..
	Target selection…………………………………………………………
	Planning effectiveness……………………………………
CHAPTER 2	Planning system …………………………………………..
	Planning Forms……………………………….…………...
	Factors influencing the choice of planning form…………...
	Planning mechanisms………………………………………...
	The planning process…………………………………………….
CHAPTER 3	Types of planning ………………………………………………
	Strategic planning……………………………………
	Tactical planning………………………………………..
	Operational scheduling…………………………
	Business planning……………………………………………...
Conclusion ……………………………………………………………………….
List of used literature …………………………………………

INTRODUCTION

At present, in the literature on management, the classification of management functions according to well-defined features is still insufficiently developed. The so-called functional approach to management is usually presented as a logical series of steps that a manager can choose to carry out the management process. The division of a single management process into relatively separate, but at the same time inextricably linked functions is necessary when describing a management system as an integrated process aimed at achieving a clearly defined goal. The selection of each function is made separately in the process of research and in practice is rather conditional, since they partially coincide and intertwine, it is often impossible to determine when a person is exploring or performing only one function, or where one function ends and another begins. [ one ]

The management process consists of many functions. These include planning and forecasting; organization; coordination and regulation; accounting, control and analysis; activation and stimulation. Each function is characterized by its inherent way of influencing the managed object. [ 2 ] Therefore, the management process acts as an objectively overcome system of functions, which is called the management cycle, and the functions themselves are called the stages of the management cycle

Control functions are part management activities. They determine the formation of the structure of the management system. One of the functions of management is planning.

Management functions are always aimed at achieving management goals. Since the goal of management is formed within the framework of the "planning - forecasting" function, we can say that this function in the system of management functions is not unimportant.

Before starting any business, it is necessary to carefully consider what exactly, by what date, in what ways and by what means it should be achieved. Otherwise, the intentions may not be fulfilled. Therefore, the first and fundamental stage of managing any kind of expedient activity is always the process of setting a goal and finding ways to achieve it. It is to the stage of goal setting that one can attribute forecasting, planning. The end result of this stage is the construction of an ideal model for the implementation of the process aimed at achieving main goal. [ 3 ]

The management process is constantly undergoing changes that may be caused by increased competition, the transformation of economic relations and the constant change in the external and internal environment of the organization. Rapid change is viewed by most as unmanageable and unplanned. Therefore, the pace and magnitude of change is forcing leaders to pay more attention to planning. Thus, I want to note that planning is always guided by the data of the past, but seeks to determine and control development in the future, which is always considered relevant.

The purpose of the course work is to consider the planning function as an integral part of the management process.

The object of the course work is the function of planning in making managerial decisions.

The task is to establish the need for planning in setting the goal and achieving it.

Course work occupies 34 pages of typewritten text, consists of an introduction, three chapters, a conclusion and a list of references, consisting of 23 sources.

CHAPTER 1. THE CONCEPT AND ESSENCE OF PLANNING

Essence of planning

A plan is a document that reflects a system of interrelated decisions aimed at achieving the desired result.

It is well known that the management process consists in planning, organizing actions to implement plans and monitoring the final results. The better the above-mentioned stages are worked out and more closely interconnected, the more effective management is. Planning is a means to determine the nature, form and sequence of future actions over an extended period.

AT in general terms planning includes: identifying development prospects, formulating goals and likely strategies, setting priorities and determining courses of action to achieve them. The product of planning is a system of long-term, medium-term and operational plans. The planning process covers all levels of management and creates the necessary prerequisites to ensure, in principle, that the actions taken are exactly in line with the requirements of the overall goals.

In the work of planning activities, first of all, a starting position is formed in order to achieve the optimal distribution of resources in order to use them effectively. Much in achieving success depends on the ability of managers to use the latest theoretical positions, various analytical tools to find the best links between the present and the future, to solve problems, and determine goals.

The object of planning is any activity, which refers to the performance of certain functions.

Essence of planning is to justify the upcoming goals, their development and forms of activity, the choice of the best ways to implement them, based on the most complete identification of the required volumes and deadlines, and the establishment of such indicators that, with the full use of limited resources, can lead to the achievement of predicted future qualitative and quantitative results.

It is very important to emphasize that the point of planning is ultimately to determine the decisions that need to be made today to ensure the effective operation of the organization and its growth in the future.

The purpose of planning is to identify future opportunities and organize actions to use them. During the planning process, the following decisions are made:

selection of both short-term and long-term strategies of the organization;

development of guidelines and actions that help to achieve goals or overcome threatening situations;

establishing standards for operational activities, which are used as a basis for monitoring;

revision of earlier plans in the light of changing conditions.

1.2. Target selection.

Goals express specific individual areas of activity of the organization. The importance of setting goals is related to the fact that they are the foundation for management, planning, organization, motivation, control; determine ways to improve the efficiency of the organization; underpin any business decision; serve as a guide for the formation of specific planned indicators.

Goals are formulated and set on the basis of the overall mission of the organization and certain values ​​that top management is guided by.

Goals must have a number of characteristics, then they will contribute to the success of the organization.

Goals should be specific and measurable. They should be expressed in specific measurable forms, create a clear reference base for subsequent decisions and assessment of progress. Goals such as profit maximization or cost minimization are quite measurable (Examples: 1) Increase the satisfaction of your employees by 10% per year; 2) Increase promotion by 15% per year; 3) reduce employee turnover by 10% per year.) In this case, middle managers will have guidelines for their decisions. It will also be easy to determine how well the organization is performing towards its goals. What becomes important for the performance of control functions. The situation is more complicated with the tasks of maintaining stability, mastering the market, launching new types of products, etc. Insufficient measurability of formulated goals complicates the mutual coordination of all subsystems to ensure the fulfillment of goals.

Another characteristic of goals is the orientation of goals in time - a specific forecasting horizon. It is necessary to determine the time to achieve the result. Goals are usually set for long or short periods of time. A short-term goal represents one of the organization's plans to be completed within 1 year. Medium term goals have a planning horizon of 1 to 5 years. The long-term goal has a planning horizon of approximately 5 years.

First of all, the organization formulates long-term goals. The subsequent development of medium- and short-term goals is associated with ensuring the fulfillment of long-term goals.

The goal must be achievable in order to serve to improve the effectiveness of the organization. Setting a goal that exceeds the capabilities of the organization can be disastrous. If the goals are unattainable, the desire of employees to succeed will be blocked and their motivation will weaken. “Because in everyday life it is customary to associate rewards and promotions with the achievement of goals, unattainable goals can make the means used in an organization to motivate employees less effective.”

The goals of the organization should support each other. That is, the actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals. The inability to make goals mutually supportive leads to conflict between the departments of the organization that are responsible for achieving the established goals.

Goals are formed after the possibilities are explored, the influence of various environmental factors is determined, and probable limitations are assessed. Most important goals are: increasing productivity, making fuller use of available capacities, achieving rhythmic execution of intermediate tasks.

As Peter F. Drucker said: “There is only one reasonable definition of the goal of entrepreneurship – creating a customer.”

When the goals are formulated, conditions are created for evaluating the work of managers - by success in fulfilling the tasks set.

Test 1. Choose correct option response.
1. In relation to management, planning is considered as:
a) its function;
b) method.
2. The defining characteristic of a manager is:



3. Management as a science has been formed:
a) in the Middle Ages;


4. The function of management is:
a) setting goals;
b) certification of personnel;
c) organization of work;
d) performance evaluation.
5. Universal Principle management - unity of command - proposed by scientists of the scientific school:
a) human relations (M. Follet, E. Mayo);
b) administrative management (A. Fayol);
c) scientific management (F.Taylor).
6. The main quality that a Japanese manager should have is:
a) professionalism;
b) coordination of actions of subordinates.
7. The following conclusion is correct:
a) every manager is a leader;
b) every leader is a manager.
8. The determining factor in the environment of direct impact of an industrial enterprise is:
a) scientific and technological progress;
b) the state of economic development; c) consumers of products.
9. In educational institutions The United States seeks to train generalist managers:
a) yes;
b) no
10. Overload of senior managers is characteristic of the organizational structure:
a) linear type;
b) matrix type.
11. The traditional principle of managing as an integral part of the management process is characterized by individualism, property law, independence of decisions:
a) yes;
b) no.
12. The modern (“ecological”) scientific approach to the work of a manager to control the activities of subordinates involves:
a) approval of plans for certain types of products;
b) coordination of work on the production of a group of products;
c) a combination of these options.
13. Labor motivation is:



d) summarizing.



a) yes;
b) no.
16. The advantages of a headquarters management structure include:
a) increasing personal responsibility for the results of work;
b) centralization of management in the organization;
c) a high degree of specialization of activity.
17. The decision-making process begins:
a) identifying alternatives;
b) analysis of environmental factors;
c) diagnosing the problem;
d) collecting information about the state of the internal environment of the organization.
18. The best way to reduce the negative impact of stress at work involves:
a) delegation of authority;
b) careful loading planning;
c) organization of work in excess of the established time limit.
19. The main purpose of the final control in management is:
a) in accounting for material, labor and financial resources;
b) preventing errors in the future;
c) checking normative documentation; d) operational adjustment of planned indicators.
20. Conflict situation- this is:
a) a synonym for the word "conflict";
b) the main element of the conflict;
c) a consequence of the conflict.
Test 2. Choose the correct answer.
1. The main limiting indicator of the manager's activity is:
a) resource limitation;
b) consumer demand;
c) time factor;
d) bureaucratic barriers.
2. For the first time, the need to develop production standards was substantiated by scientists:
a) schools of scientific management (1885-1920);
b) administrative school (1920-1950);
c) schools of human relations (1930-1950);
d) schools of quantitative methods (1950 - present).
3. Capable manager in working with people:
a) worries that they are not up to the task;
b) draws attention to what they do well.
4. The classical model of Japanese management involves the organization of a personnel remuneration system based on individual performance:
a) yes;
b) no.
5. The main criterion for assessing the effectiveness of managers in Germany is:
a) implementation of the current plan;
b) making a profit;
c) professional development of employees;
d) organization of staff remuneration;
e) providing production with resources;
e) labor protection.
6. In the management process, obtaining and processing information about the state of the object precedes the development of decisions:
a) yes;
b) no.
7. The statement is true that informal communications have a high degree of reliability:
a) yes;
b) no.
8. The best option for a manager in a time limit is a) the absence of any solution;
b) rational decision;
c) an intuitive solution.
9. Long-term planning of the enterprise in the conditions market economy- this is:
a) nonsense;
b) useful, but hardly possible;
c) doable.
10. In accordance with the theory of F. Herzberg, a manager should use as a means of motivation:
a) increase the level of remuneration of all employees;
b) recognition and approval of the results of work;
c) promotion for long service;
d) improvement of working conditions.
11. Controlling is:
a) current control;

c) final control.
12. It can be argued that the innovative activity of a manager is the result of a “miraculous insight”:
a) yes;
b) no.
13. Corporate culture is based on:
a) on the internal regulations of the organization;
b) national traditions;
c) beliefs and values ​​shared by the majority of employees;
d) generally accepted norms of behavior.
14. The actions of a manager in a risk environment primarily involve:
a) determination of the acceptable level of risk;
b) risk assessment;
c) identification of sources of risk.
15. Compromise is the best way to resolve a conflict situation:
a) yes;
b) no.
16. Rumors spread within an organization can be seen as:
a) an undesirable event;
b) evidence of impending bankruptcy;
c) a positive thing.





a) formal;
b) informal;




c) private enterprises;
d) joint ventures.
20. It is fair to say that the object of the social orientation of the manager's work should be society:
a) yes; b) no.
Test 3. Choose the correct answer.
1. In the American model of management, the nature of decision-making:
a) collective, on the basis of unanimity;
b) individual.
2. The environment of direct impact as a component of the external environment of the enterprise is formed by the following factors:
a) consumers, competitors;

3. Feedback in the communication process can improve the efficiency of information exchange:
a) yes;
b) no.
4. The structure of the enterprise management apparatus is determined, as a rule:
a) the volume of work, the complexity of products, the number of employees;
b) the location of the enterprise, belonging to a particular industry, the requirements of the trade union.
5. The following decision is based on the deep knowledge and extensive experience of the manager:
a) organizational;
b) based on judgments;
c) compromise;
d) rational.
6. The main limiting indicator in the work of the head (manager) - the demand for the company's products - is characterized by:
a) for a socialist (command-administrative) economy;
b) market economy.
7. Elements of the communication process are:
a) sender, message, channel, recipient;
b) idea development, coding, channel selection, message transmission.
8. The manager must punish the spreaders of informal communications (rumors):
a) yes;
b) no.
9. The main criterion for career advancement in the American management model is:
a) age and length of service;
b) personal result of work.
10. Factors of the internal environment of the enterprise are:
a) structure, personnel, technology;
b) resource providers, laws. The development of management in Russia is constrained primarily by:
a) the lack of a theory of organization and management of production;
b) lack of effective managers;
c) bureaucratization of the executive branch.
11. Controlling is:
a) current control;
b) a set of planning, accounting, analysis and control methods;
c) final control.
12. Management as a science has been formed:
a) in the Middle Ages;
b) at the end of the 19th - beginning of the 20th century;
c) after World War II.
13. Labor motivation is:
a) planning activities for the future;
b) organization of the work of the team;
c) the formation of the necessary incentives;
d) summarizing.
14. Creation by the manager of his subordinate necessary conditions for professional growth, the provision of responsible work allows you to satisfy them:
a) basic needs b) secondary needs; c) both at the same time.
15. Delegation in management is not only the transfer of authority, but also responsibility to subordinates:
a) yes;
b) no.
16. The environment of direct impact as a component of the external environment of the enterprise is formed by the following factors:
a) consumers, competitors;
b) economics, scientific and technological progress.
17. Liberal leadership style is based on:
a) on indulgence and tolerance towards people;
b) objectivity to employees;
c) selective attitude towards leaders and subordinates.
18. A manager should strive to be a leader:
a) formal;
b) informal;
c) combining these characteristics.
19. The hierarchical management structure is used by:
a) at state enterprises;
b) enterprises of all forms of ownership;
c) private enterprises;
d) joint ventures.
20. The defining characteristic of a manager is:
a) organization and management in a market economy;
b) the desire for profit;
c) the presence of subordinates in the organizational structure.
Test 4
The development of Russian enterprises significantly increases the requirements for the methods of making strategic decisions by managers, the consequences of which are not immediately apparent.
The results of the proposed test can show to what extent the company follows a well-thought-out strategy in its activities.
During the test task, put the answers after the given statements: “yes” or “no”, reflecting, in your opinion, the validity of a particular statement, and then calculate the sum of the “yes” answers.
- The direction of the future development of the enterprise is clearly defined by its managers.
-Each manager knows in detail the strategy of the enterprise.
-Each manager shares a common point of view on new services and markets defined by the company's strategy.
- The strategy of the enterprise is the most important factor that is taken into account when analyzing new opportunities.
- The process of creating a strategy took place independently of long-term planning.
-The strategy underlies the plans and distribution of resources between the divisions of the enterprise.
-Strategy is based on analysis and assumptions, not plans.
-The strategy determines the possible acquisitions of other enterprises, and not vice versa.
-Each branch or subsidiary of the enterprise has a clear strategy.
- The strategy of each branch (subsidiary) is fully consistent with the overall strategy of the parent company.
-Each department has a clear strategy.
Test 5. Does the manager know how to set the right goals?
(Compiled using information from the Elite Staff weekly)
Choose an answer to the corresponding statement and calculate total number points scored (answer a - 3 points; b - 2 points; c - 1 point).
1. You imagine your future in 5 years:
a) quite definitely;
b) in general; c) I prefer to live today.
2. Your lifestyle is better defined by the following classic proposition:
a) a far-sighted person must determine the place for each of his desires and then carry them out in order;
b) since you cannot do everything you want, only want what you can do;
c) we need to get involved in the battle, and then we'll see what happens.
3. A serious obstacle to the goal is for you:
a) an incentive to redouble efforts;
b) a hint that another way should be sought;
c) a signal that the target was chosen incorrectly.
4. You find it necessary to expand your horizons:
a) yes, it is necessary in modern conditions;
b) it is desirable, but not required;
c) no, my horizons are already quite wide.
5. You are ready to go on a trip in the coming days if you won an exotic cruise in the lottery:
a) rather, I will not take advantage of this opportunity, as this will disrupt the rhythm of my life;
b) I will try, if I can postpone current affairs;
c) of course, since such a chance cannot be missed.
6. You have to solve several problems of varying difficulty, you will start:
a) with the easiest, for warming up;
b) with a task of medium difficulty, in order to assess the overall level of tasks;
c) with the most difficult, since a possible failure can be compensated for by solving simpler problems.
7. Disapproving or skeptical attitude of others can make you abandon the intended goal:
a) on the contrary, it only additionally mobilizes me;
b) you may have to adjust your intentions;
c) I will not be able to carry out my plan without the support of others. 8. Your youthful dreams came true:
a) yes, to a large extent;
b) in many respects not, but now I understand that these were unrealistic plans;
c) my life has not turned out the way I once dreamed.
Test 6 (based on the test of D. Bukin and M. Bukin)
Some people find it easier to deal with technology. Others know how to interact with people - colleagues and clients. Which of these groups do you belong to? Which group is more typical for the collective image of a manager? Choose an answer to the appropriate statement.
1. I would rather have a dacha:
a) in a busy village;
b) in a small village;
c) in the forest, away from prying eyes.
2. At work, I am most interested in:
a) with technology
b) sometimes with technology, sometimes with people;
c) with people.
3. I was nominated for public positions:
a) never nominated;
b) rarely;
c) many times.
4. Whose job is more interesting - a research chemist or a hotel director:
a) a chemist
b) don't know
c) hotel manager.
5. Do you like to give gifts:
a) yes;
b) not sure
c) no.
6. You made a useful invention. Your next steps:
a) I will improve it in the laboratory;
b) find it difficult to answer;
c) take care of its practical application.
7. In your opinion, the most interesting thing in the profession of a sales manager:
a) communication with customers, clients;
b) find it difficult to answer;
c) maintaining accounts and documentation.
8. If lawyers and pilots got the same wages, it would be more interesting to become:
a) a lawyer;
b) it is difficult for me to choose between these professions;
c) a pilot.
9. If you choose between the profession of an artist and public figure, then it's more interesting to be:
a) an artist;
b) find it difficult to say;
c) a public figure.
10. I feel best in museums:
a) alone
b) when there are only close people around;
c) with a large crowd of people.
Using table. 1, count up total amount points.
Answers Question
1 2 3 4 5 6 7 8 9 10
a 2 0 0 0 2 0 2 2 0 2
b 1 1 1 1 1 1 1 1 1 1
in 0 2 2 2 0 2 0 0 2 0
KEYS TO TESTS:
TEST 1
1 - a; 2 -b; 3-b; 4-in; 5 B; 6-b; 7-a; 8-in; 9-b; 10-a;
11-a; 12-b; 13-in; 14-b; 15-a; 16-in; 17-in; 18-b; 19-b; 20-b.

TEST 2
1 - b; 2 - a; 3 - b; 4 - b; 5 B;
6 - a; 7 - a; 8 - in; 9 - in; 10 - b;
11 - b; 12 - a; 13 - in; 14 - in; 15 - b;
16 - in; 17 - a; 18 - in; 19 - b; 20 - a.
TEST 3
1-b; 2 - a; 3 - a; 4 - a; 5 B;
6 - b; 7 - a; 8 - b; 9 - b; 10 - a; 11-b.
TEST 4
Evaluation of results
10 or more "yes" answers. It is most likely that the management of the enterprise is a single team that is clearly aware of the goals of its development. The personal goals of each manager are well interconnected with the overall strategy of the enterprise. Almost all serious decisions are considered through the prism of the adopted strategy. Perhaps the enterprise has a special strategic planning unit that monitors and corrects the implementation of the strategic plan.
The organizational structure of the enterprise is based on strategic business centers, each of which is guided by its own plan.
The active position of management increases the stability of the enterprise in the market. Concentration of resources on individual priority areas activity gives the company the opportunity to strengthen its competitiveness.
5-10 yes answers. Apparently, the issues of developing and following the adopted strategy concern only the top management of the enterprise. The lack of awareness of middle managers and ordinary employees in the main provisions of the adopted strategy leads to an unjustified dispersion of efforts and resources in the divisions of the enterprise. The activities of the nominally existing strategic planning unit are perceived skeptically at the enterprise. Every year, the divisions of the enterprise prepare only formal business plans that are not used in their work.
The enterprise has a system in which it is possible to make "operational" decisions without proper study, as well as in isolation from the decisions made earlier and planned in the future.
In such a situation, a wave of current questions and problems covers the top managers of the enterprise, leaving them neither time nor energy to make calculated and consistent strategic decisions.
Less than 5 yes answers. The management style can be described as informal with an extreme degree of flexibility and spontaneity; the lack of clearly defined responsibilities, any plans and internal controls is associated with a high degree of risk in the strategic decision-making system. In the face of increasing competition in the market, the likelihood of an enterprise being taken over by a larger structure increases. The feeling of instability and the lack of a long-term perspective, fixed in the strategic plan, can affect the mood of employees, and ultimately the consumers of the company's products.
The results of the test are not a guarantee of the future success or failure of the enterprise. Ultimately, even the most advanced strategy is based on large numbers assumptions about the future. The art of management lies precisely in the manager's ability to anticipate events, skillfully directing the activities of the enterprise on a previously laid course, as well as soberly assess the capabilities of the team and the safety margin of the ship in order to withstand storms.
TEST 5
Evaluation of results
Less than 12 points. You are sure that what is destined to happen will happen, regardless of your efforts. Indeed, much in life develops against our will. However, do not underestimate your own activity.
12-18 points. You know how to measure your needs and real possibilities, prefer not to make detailed plans, limiting yourself to only some general intentions. This approach allows you to use the most appropriate means to achieve the goal.
Over 18 points. You are a purposeful person, you know what you want from life, and you know how to achieve it. To achieve new successes, you need more flexibility.
TEST 6
Evaluation of results
From 0 to 7 points. You are more likely to work alone than to deal with co-workers. “The intellect ripens in silence” - this saying is about you. You strive for clarity and clarity, for insight into the essence of ongoing processes, for a clear classification of the people around you, phenomena and events. It is difficult for you to understand the intricacies of relationships between people, but you can easily cope with complex and time-consuming tasks.
It is possible that others perceive you as a cold person. If you do not know how to reach compromises, are inflexible in your assessments, then the negative impression of others only intensifies. Most likely, you have an even relationship with people, and many appreciate it, but you find it difficult to achieve deep affection.
Friends and loved ones may be offended by your indifferent attitude towards them, lack of warmth and participation, and you most likely accuse them of misunderstanding and excessive capriciousness. Try sometimes to somehow express your attitude towards those who are dear or nice to you.
From 8 to 13 points. You can work with documents and interact with colleagues equally well. You are interested in both concentrated work with technology and contacts with people.
You can hardly be called a closed person, although sometimes you want to be alone. You work poorly only in one case - when there is no one at all in your room. You are bored without communication, in which you are more interested not in the goal, but in the process itself. You should develop your ability to find a common language with people.
From 14 to 20 points. You are made to work with people. You are characterized by openness and goodwill, you are responsive and laid-back, it is easy to communicate with you. Constant willingness to cooperate, attentiveness to people, accommodating attract others to you. You have many friends, even more acquaintances.
You are not afraid of criticism, you are not embarrassed, you easily remember faces and names, others perceive all this as a manifestation of your disposition towards them. However, you should pay more attention to the people closest to you so that the ease in communicating with them does not turn into superficiality.

17.3.1. Characteristics of the planning process. Types of planning Planning process

revealing this concept, we note, first of all, the fact that in the literature a synonym is used "planned process". And this point needs to be clarified.

The planning process as a concept can be used in a double sense. The broad definition means any a process that did not arise spontaneously, develops not spontaneously, but within the framework of the plan, foreseen, foreseen, expected. This process is not in the system, not in the subject of management, but in society, the external environment, in the object. So it is possible evaluate for example, increasing the birth rate of children in a stable and dynamic economic development countries, increasing interest in education among young people and, in connection with this, an increase in the competition for admission to universities. It is clear that no one sets plans in these processes in society, but the situation does not go beyond the “unexpected”. That's when you can talk about them as "planned", corresponding to the course welfare state to provide people with a decent lifestyle.

A narrower interpretation of the concept of "planning process" - involves limiting it in the management space as administrative planning process - these are actions taken subjects of management and related to the definition of indicators of economic and social development of the object of management. It is as an administrative and managerial category that we will use the concept of "planning process" in one synonymous series with others: the planning process, planning.

Planning can be applied to a wide range of management activities in different ways. What they have in common is that planning is used to resolve problems. The range of problems faced by state and municipal authorities is very large, and therefore planning in different situations fit differently.

Various formulations of planning are given in the literature:

It is the process of determining appropriate future actions through a sequence of choices for these actions;

It is foresight while shaping and implementing programs;

This is the process of preparing a series of decisions for the "implementation of the following actions aimed at achieving the goals by the preferred means;

It is a way of logically transforming intentions, evidence, and assumptions into policy that can be achieved.

Any of these definitions assumes that the subject of planning there is clearly articulated goals and possibility(conditions, resources) receive and use information for policy making.

The intentions and goals to be achieved are either formulated by the decision makers (DM) in the organizations, or the authority directs the organization to perform certain tasks. In order to achieve the goals, the organization must plan its work. To do this, it needs to “take an inventory” of its capabilities, both internal (in relation to the organization) factors, such as its assets and characteristics of personnel, etc., and environmental factors, such as government policy, the balance of political forces, citizens' requests, etc.

Special meaning organizing planning work has for executive authorities at all levels. The latter carry out diverse and large-scale functions, exercise broad powers - independently or through other governing bodies: territorial or functional. The normal operation of this entire complex mechanism, the achievement of coherence can only be ensured through clear work planning. It is impossible to ensure a competent approach to business if the very activities of the governing bodies and their employees are not introduced into an organized, purposeful direction.

A plan is a specific act of management. A planning act is a decision by which specific results (as tasks) are determined to achieve the intended goal in any field of activity (in economic, social, economic or any other) organization within a specified period.

The essence and content of any plane are planned figures. Them character traits:

They are always targeted;

Calculated for a certain period, a fixed period;

They have organizational significance, focus attention on solving the most important problems;

They are exhausted by a single, albeit long-term execution;

Lose their validity after the expiration of the planned period, regardless of execution;

Do not change or cancel legal norms;

Marked by a special order (procedures) of change;

Organically combined with economic resource provision of the possibility of their implementation and stimulation;

Not secured by sanctions themselves;

Obtain binding force after approval in the form of a certain system of indicators;

It is also important to take into account the subordination of many planned indicators (tasks) according to the levels of the management system.

A planning act is fundamentally different from a rule of law: it does not and cannot contain a hypothesis. A planning act is a non-normative, legally binding act. Denying the normative nature of the plan in no way diminishes the status, authority, or plan.

A plan is an effective means to an end that requires certain actions to be taken simultaneously or in sequence.

The plan adopted becomes policy. The adoption of the plan creates a special creative atmosphere in the team: it increases the responsibility of the manager and performers; because it creates constructive tension, has an organizing effect, encourages us to undertake the implementation of decisions and tasks in a timely manner, analyze the progress of work, identify and eliminate shortcomings.

It should be borne in mind that the higher the status of the body in the hierarchy of power, the more regulated should be its main activity, the more plans for its work should be scientifically substantiated, stable.

Those who themselves work in any government body often “can’t see the forest for the trees”, and therefore it’s easy to get bogged down in the internal vicissitudes of the organization, not paying attention to serious trends in society, in outside world. So, for example, organizations are strenuously engaged in the improvement of insignificant internal processes, forgetting to prepare for the "single European market", the globalization of problems, the internationalization of management.

Executive authorities must be able to adapt to a changing environment, and therefore administration as a process of social management and organizational building must be environment-oriented. For the activity of the manager to be effective, he must focus on planning the development of the organization as a whole, socially significant changes, and not on artificially allocated areas within the organization.

So, planning is associated with the achievement of desired future states, which are unlikely without human intervention (subject of management).

Types of planning. By methodology planning process are:

Formal planning (when the problem area is narrowed down in order to use quantitative models and plan optimization techniques);

Incremental planning (uses common sense to make minor modifications to existing policies. Relies on political bargaining and trade-offs to
reaching consensus);

System planning is a broader approach that is based on a combination of quantitative and qualitative methods, on the search for a combination of incrementalism, optimal and possible planning, taking into account the many forces involved and the relationships between them.

Formal planning. Saint-Simon, 18th century philosopher believed that his era would proclaim new approach to planning public order. He presented planning as an area of ​​action not for officials and politicians, but for scientists and engineers who have special knowledge of objectively rational choice when drawing up plans for the future management of society. "

Formal planning is a way of thinking where plans are determined by "facts" as they appear, rather than subjective judgments or the interests of the researcher-analyst.

Solutions are sought, not prospects in the problem of planning. Formal planning assumes that once a plan is drawn up, its implementation will naturally or mechanically follow the logic of its formalization. Just as problems are considered to be objective states that exist independently of values ​​and perceptions, the validity of a proposed plan is considered to speak for itself. In other words, it is believed that the validity of the plan is based not on the perception of potential users, but rather on compliance with criteria, methodological guidelines.

These criteria exclude intuition, personal beliefs, common sense or practical experience. Consequently, they relieve the formal planner of the need to consult with those who will actually implement the plan or those who have invested in the business. Proponents of this approach have spent a lot of time and intellectual energy inventing and improving forecasting procedures and optimization models.

The weakness of the formal approach lies in the neglect of the human side, it does not take into account that the choice of the desired future is essentially value-driven and often conflicting. The formal philosophy of planning assumes a mechanistic view of the future, does not have effective procedures for the case if the decision is made by several persons who have conflicting perceptions of the problem and seek to satisfy different values. The complexity and variability of the external environment doom formal planners to Sisyphean labor.

incremental planning- the antithesis of the formal.

The lack of complete and perfect knowledge, the limitation of the intellectual capacity of planners, the imperfection of information about the problem for in-depth analysis, etc., led to the modification of formal philosophy. G. Simon proposed the concept of bounded rationality; it assumes that the process of selecting desirable states and planning their implementation takes place within the limits of the internal limitations of human computing abilities. In other words, the planner seeks simply to "satisfy," to determine a course of action that is "good enough" to produce a reasonable improvement in the current state of the system.

Theorists of "incrementalism" are convinced that in most cases several decision makers consider only a limited number of alternative options and achieve the goal of reducing conflicts over values, resources through bargaining, compromises, mutual favors ("pseudo-consensus" provides perception and faith in those people who have the most power in the decision-making process).

Incrementalism is skeptical about human intelligence, intentionally limits the number of variables and simplifies the relationship between them.

The criteria used in this approach are rarely described in objective and precisely measurable terms (as in the formal approach). It is more important here that all participants agree (for example, deputies are concerned about the political risk associated with various tax programs. The main thing is to agree.

Here, clear criteria are not required from planners, because each author of an alternative policy can describe and prioritize the criteria for drawing up a plan, adhering to the only set of values ​​that is significant for him. violated (no decision!).

In incremental planning, a well-defined implementation strategy is rarely established. Interpreting the way a plan is carried out is often the business of those administrators who, in their day-to-day activities, are affected by it, and adjust and modify the plans according to their personal interpretation of the goal. All stages (types of activity) are characterized by political and intellectual conflicts, deals and compromises in reaching pseudo-consensus, small progress towards desired goals, use of existing policies as a starting point.

This is not the best, but the most common approach in planning in government agencies, in large multi-faceted (multi-dimensional) private organizations.

There are no two situations in which such an approach will show the same ways of obtaining, exchanging and analyzing information.

Strengths of the Incremental Approach: Recognizes the human and political aspects of planning and thus outperforms the artlessness of formal planning. It admits that few things in life are known for certain, problems are not static but dynamic and therefore unlikely to remain resolved for long (until the end).

Disadvantages - excessive faith in the mutual adaptation of various acting forces (actors), because in fact it Guarantees the interests of the most powerful organizational forces that prevail over others (sometimes leads to "arm-twisting in politics"). Incremental model simplifications have a specific property of becoming oversimplifications: there is no predetermined set of basic values, quantitative indicators, "fundamental" decisions are not argued, and adopted policies are not corrected. And the result is: “we wanted the best (and what does it mean better and for whom?), But it turned out, as always.”

System planning. Problems in this approach are not solved, but rather resolved and constantly redefined through the process of studying them. Planning is understood not as a discrete activity, but as a continuously evolving process. The approach assumes that the future is uncertain and cannot be predicted based on the conditions of the present and the past. The emphasis is on creating alternative scenarios for the future, based on the present.

All forecast data is based on theory (modern knowledge) and the context of ideas (subjective interpretation of the meaning, problem that the authors of the system have).

Defining and structuring the problem are the most important activities for a systems planner.

For example, the problem of slums (dirty entrances) in the central part of the city can be defined in different ways by different people. For some, it is a socio-cultural problem that has arisen from the lack of interest of the poor inhabitants of the inner city to maintain standards of aesthetics and sanitation. For others, it is an infrastructure problem arising from the virtual lack of favorable work opportunities for residents in their area and poor transport links to places of work. For others, it is a problem of insufficient incentives for homeowners (landlords and tenants) to keep houses in good condition and improve living conditions in the area. Finally, this may be a problem of education, discrimination of any ethnic group settled in the area, or history (the area is traditionally dirty, outlying, not prestigious). The urgency of the problem, the scale of its relationship with others are sometimes assessed differently.

With all of this in mind, the systems planner approaches the problem with several assumptions. The main assumption: 1) problems and their solutions do not remain unchanged, but are constantly modified; 2) several alternative actors are involved in the formulation of the problem, and whose preferences may be multiple and conflicting. In this case, the probability appears that the given alternative will lead to the optimal result; 3) the structuring of the problem does not consist in a list of facts and figures (as in formal analytics) and does not arise from the representation of the preferences of several high-ranking decision makers, as incrementalism allows.

Planning objects in broad sense can be classified as spatial and behavioral phenomena, techniques are certainly different.

In the first case, the development of physical systems is envisaged, and the use of the theory and method of operations research, engineering science and architecture to determine, for example, the location of a shopping center and a certain economic development of a city.

At behavioral planning refers to social systems and tries to determine the impact of the proposed policies (the plan adopted becomes the policy) on the behavior of individual citizens or individuals, whether the plan will motivate people's activities or vice versa. The theory and concept of planning is drawn from areas such as social Psychology, sociology and economics.

Planning can be distributed according to breadth (narrowness) of the problem. General urban planning integrates into one plan a wide range of socio-economic issues, such as the nature of traffic flows, land use, municipal expenditures, public services, relations between central and local authorities.

Specialized- limits the scope of the study to a single issue (for example, the growth of municipal revenues), selectively considers environmental factors that are perceived as directly or indirectly influencing this issue.

Planning for problem analysis level be defined in spatial terms - on a national scale, local, regional; in terms of time - long-term, strategic, short-term, tactical. Of course, the level of analysis is derived from the subject of analysis.

17.3.2. Planning Perspectives

Planning has its own history, has long been widespread. However, in the specialized literature on state and municipal administration, the issue of organizing the preparation, drawing up and approval of plans has not yet been studied enough, there is no necessary unity in the approach to modern planning methods, to the form, structure of plans, the level of issues included, the procedure for reviewing and approving the plan. Meanwhile, planning in the state and municipal government applicable in many areas.

Planning for economic and social development(country, region, local territorial unit, individual enterprise).

Distinctive feature In the Soviet period there were national economic plans, they organically combined the activities of planning bodies with the participation of the broad masses. Planning was, on the one hand, a versatile process of studying, generalizing and expressing the interests of members of society, and on the other hand, the process of translating these interests into the language of assignments and bringing them to the collectives. Of course, the activities of the planning organs and the actions of the working people in the planning process did not coincide. The USSR Law "On labor collectives and enhancing their role in the management of enterprises, institutions, organizations ..." stimulated the real participation of workers in production planning, in choosing best options social targets, opening up internal reserves of production, reducing labor costs, achieving high quality products. The general meeting (conference) of the labor collective considered and approved plans for the economic and social development of the enterprise. The norms of the Law provided for the right of the labor collective to develop and adopt counter plans, taking into account additional reserves and opportunities.

The powers of labor collectives associated with participation in central planning were advisory, and in "counter planning" they were imperative. The higher authorities could not reject the counter plan adopted by the collective. Labor collectives were given the right to hear the administration on the progress of the implementation of plans, on the reasons for their change, on the results of production and economic activities and to give appropriate recommendations, and, if necessary, bring them to the attention of higher authorities. The administration's reports on the fulfillment of plans were taken into account in the election of the director (manager) of an enterprise (institution) by the labor collective.

The state five-year plan for the economic and social development of the country (with the distribution of tasks by years) was adopted on the basis of the following preplanned developments:

1) concepts of economic and social development;

2) documents fixing the possible degree of achievement of specific goals of economic and social development - forecasts;

3) a comprehensive program of scientific and technological progress for 15-20 years;

4) a general scheme for the distribution of productive forces, schemes for the development and distribution of branches of the national economy and industries, schemes for the development and distribution of the productive forces of the Union republics and economic regions of the country;

5) the general scheme of resettlement on the territory of the USSR, schemes of union republics, economic regions;

6) projects of long-term target complex programs;

7) schemes master plans formation and development of territorial production complexes (TPK) and industrial centers;

8) draft master plans for development, planning and adjustment of cities;

9) district planning schemes;

10) projects of regional planning of agricultural administrative regions.

The central planning of the Soviet period, now destroyed, was subjected, and quite rightly, to sharp criticism for inefficiency and inability to change in accordance with the "challenges of the times."

Central planning bodies allowed "over-planning" of economic and social activities and, beyond all measure, state-party and state-administrative interference in the activities of enterprises and institutions:

The central planning bodies distributed resources, and the party-soviet governing bodies exercised strict administrative (top-down) control over the production and distribution of national wealth.

Methods on the part of the authorities for the processes of planning and implementation of plans were used most often directive-command, order, repressive.

All this did not allow the initiative to develop “from below”, there was a huge distance between the declared norms in the Constitution and laws and the actual practice of exercising rights and freedoms in society.

And yet the practice of planning could not be "destroyed to the ground." From a practical point of view, it is fundamentally important to combine state-legal regulation with the creation of an effective system of strategic state planning based on knowledge of objective necessity, to make a transition to new principles of planning and managing socio-economic processes and their state-legal regulation. Otherwise, new losses in the economy and social sphere are inevitable. So, the task is to restore as such strategic management and strategic planning across the country, regions, municipalities.

Strategic planning should involve all senior managers of the appropriate level of management, who formulate goals, objectives and develop a strategy for achieving them. Strategic management and planning ensure the effectiveness of management by achieving mutual understanding in society, a team of development goals, through coordination of actions and control. But the positive result of strategic management and planning is directly dependent on the moral qualities of strategic leaders.

The main qualities that they should have are: a clear ideological position, a worldview that corresponds to the views and ideas that prevail in society (organization), leadership traits, forward-thinking, commitment to the values ​​of democracy.

Strategy planners use all methods of system analysis (see Topic 1), including SWOT. It includes an analysis of the inherent strengths and weaknesses of a society (organization). weaknesses, as well as potential opportunities and threatening dangers (this is how English stands for, abbreviation: Strengths, Weaknesses, Opportunities, Threats). The purpose of strategic planning is the overall improvement of the activities of society (organization) by eliminating weaknesses and strengthening strengths. Need to maximize your potential? and dangers must either be avoided or turned into opportunities.

Planning in territorial (local) authorities- in. cities, municipalities.

Legislation on local self-government (laws, charters) contains the basis for modern system planning, requiring local governments to draw up plans for their districts and control land use in them. General (combined) planning is used.

When planners decide to allocate some specific areas for industrial buildings, and others for shopping centers and residential areas, they simultaneously try to streamline the movement of transport, predict stability in the organization of access roads to places of work or recreation, provide for the whole range of social and domestic services, primarily healthcare and education. Here it is very important to foresee and stay ahead of events, to conduct a study of the development of the needs of residents for the future. The conditions for effective planning of the development of territories are the professionalism of planning bodies and local officials, as well as sufficient material resources.

The system of local territorial planning is criticized for its sluggishness, formalism (unnecessary), as well as a narrow departmental approach. It still happens that departments such as housing, education, social development and trade provide services in isolation from one another. This is also reflected in the development of plans that are made by each department separately, outside the general competence. At the same time, dysfunctional trends and phenomena (environmental, demographic problems, etc.) are not overcome. Improving planning by local authorities must be associated with following measures(if they are not used) in management practice:

In accordance with the principle of openness, publish draft plans for the economic and social development of the territory and call on the public to make their own adjustments to them, while organizing the widest network of communication channels;

Due to the complex nature of local policies in planning and managing various areas involve in it organizations of the local civil society, intergovernmental organizations (formations) established under municipalities;

Use such innovative technology in management as the creation of urban planning and development corporations in order to attract people with entrepreneurial and analytical experience and increase potential (financial, human resources);

Integration of the joint efforts of the local population and local governments will be achieved if the planning process is led and controlled by the head of the local executive power, and decision-making is coordinated by members of the leadership under the head of the executive power and parallel political structures consisting of elected district councilors by the population.

17.3.3. Planning procedures

The planning process, regardless of the approach (type of planning), is divided into the following main stages: preplanning preparation; development of plans; their approval; possible change; organization of execution; performance monitoring (six stages).

At each stage, certain planning procedures are performed. Legal significance of procedures planning is that they cover such actions, which cause changes in volume, composition, distribution and use rights planning subjects, as well as in the composition and appointment duties - sources of these rights.

The set of planning procedures includes planned procedures - These are actions that plan changes and its implementation.

Generally essence(and purpose) planning procedures is to contribute to the implementation of the established tasks of economic and social development and directly - in ensuring the rational implementation by planning subjects of their rights and obligations, securing the most rational methods of planned work, in other words, streamlining the implementation by the subjects of planned activities of their competence.

Procedural legal relations arise in the administrative and managerial planning process. Their characteristic features:

They are. arise in a special sphere of social relations -
in the field of state regulation of economic and social development;

The main subjects of these legal relations are the planning authorities;

The object of this kind of legal relationship is a planned act;

Legal relations are of a temporary, urgent nature, that is, they are valid for a certain, predetermined time.

1 Preliminary stage(pre-plan), in the special literature is sometimes referred to as the stage of pre-plan development. Its content consists of legal actions and relations related to the preparation of pre-planning documents (development concepts, forecast documents fixing the possible degree of achievement of specific goals, a comprehensive program for the development of a planning object, draft plans, etc.).

Since planning is associated with the achievement of the desired future states of the object, along with (a) regulatory issues (what needs to be done) planners address the questions, (b) to what extent driven by the values ​​of those for whom planning is done,(c) the pre-planning stage involves problem structuring(this procedure means that it is determined goal(one or more) and restrictions, imposed on their achievement. Constraints can be political, economic, social, technological, environmental, etc. The problem needs to be formulated in such a way as to leave room for some kind of intervention and management), (d) forecasting is related to the formation of events both in the present and in the future through best accommodation available resources to meet short-term (tactical) goals with certain expectations or assumptions, thus directing current activities in the context of long-term (strategic) goals.

There is a trade-off between what seems best when looking only at the present, and what seems best when considering both the present and the future. Compromise is achieved through what is called a process discounting, for we are more certain of the present than of the future.

Planning involves projecting a likely future based on what seems reasonable and achievable with existing present time motivations of acting forces (actors) and their technical, financial, intellectual resources.

What is the reason for the improvement of procedures at the stage of preliminary, preplanning?

The problem of ensuring clarity and certainty in the legal force of pre-planning documents is very relevant. First of all it makes sense normative consolidation list preplanned developments. No less important scientific and practical importance is the substantiated classification preplanned documents, which will resolve a number of debatable issues of their legal significance.

In separate regulations pre-planning documents characterized as legal basis for planning decisions. The bodies developing draft plans are responsible for ensuring that the indicators of economic and social development contained in them correspond to the pre-planning documents. However, in general, the stage of pre-planning works and legal forms their expressions are weakly linked to the subsequent stages of planning, between them legally stable and clear systemic connections have not been established. It is known from practice that, unfortunately, preplanned analytical and forecasting developments are not always used at the subsequent stages of the planning process. There is a legal need strengthen the relationship of forecasting, long-term and current planning.

The general conclusion is that the development, approval and use of pre-planning documents in the overall planning process needs more clear regulatory documentation.

2. Plan development stage begins already from the moment of expressing the initiative of the future executors of the plans, directed by state orders and control figures. Therefore, the actions of the subjects of preplanned development are supplemented by the actions of the subjects project preparation plan and their submissions to higher authorities, as well as actions to approval plans and communication to performers. The main subjects of the relations that arise in this case are the planning bodies. They face a number of organizational and legal tasks: methodological guidance of the work of sectoral bodies, the primary links of the management system in the preparation of their plans; approval of uniform forms and indicators of the plan and methods of their calculations; concretization of indicators and forms in relation to the specifics of various branches of production (economy). Organization of work on drafting plans and reviewing draft plans of lower levels.

Legal relations plans arise at all levels of government, their content is the right of a higher body to receive proposals for a (Comprehensive) plan (economic and social development, Main directions ...) and the obligation of a lower level to submit these proposals. Of course, the emergence of “reverse” legal relations is not ruled out, since at each level the draft plan received from below is compared with control figures, state orders, and in case of discrepancy, they are corrected.

When submitting draft plans, the primary links are required to prove that the project is based on progressive norms and standards, calculations for the types of work, labor costs, raw materials, materials and fuel and energy resources, and higher authorities have the right to verify this.

An important procedure is the identification and evaluation of alternative options: costs and revenues, tangible and intangible, associated with alternative means achieving the desired goal. The selection is made based on predetermined criteria.

3. Plan approval stage - it should be considered the final stage of the planning process at all levels.

Bodies of general competence comprehensively and finally consider draft plans. This procedure includes: a detailed preliminary study of projects by commissions formed by governments (local authorities); analysis of the proposals of these commissions and the adoption of a decision on them; amendments and clarifications to draft plans; settlement of disagreements on projects arising between planning bodies, on the one hand, and bodies of general competence, sectoral management bodies (divisions), on the other; comprehensive review of projects as a whole; making a decision on the draft plan, submitting the plan for consideration to the relevant representative body of power.

It is from the moment of approval by the executive authority that the deadlines for bringing legally binding targets to the executors begin.

The representative bodies decide on the approval of the plan, they can and usually make * changes to it, and also set the main indicators of the plan (although this decision on the main indicators of the plan is of a general nature and can be changed, clarified by the government, executive body, local authorities) . Thus, the presence in the acts (representative bodies) on plans of two different prescriptions: “to approve the plan” and “to set indicators” - has a deep meaning and legal significance. Each performer has the right to approve his (increased) plan, representative bodies, approving the plan, do not approve all of their indicators, but establish only the main ones.

4. Plan change stage is caused by the need to adapt the approved plan to the actual, opportunistic, changeable conditions of economic and social development.

The main purpose of this procedure is to maintain the regulatory role of law. From the content side, in the procedure for changing plans, there are operations for obtaining information about the progress of the plans; analysis of operational information, including reporting and statistical, reports and other data on verification of the implementation of plans; understanding trends in actual economic and social development; sending feedback information, issuing instructions to eliminate deviations from plans. The legal essence of prescriptions is to establish a new target or reduce the target.

It is necessary to distinguish grounds emergence of law to change plans and conditions for the exercise of this right. Planned targets can only be changed due to new circumstances, related to the implementation of the plan. In normative acts, it is advisable to have sufficiently broad formulations of two criteria that should be followed when changing the plan: economic feasibility(expressed in the definitions of “needs of the national economy”, “if necessary”, etc.) and legitimacy(expressed in such terms as “changes arising from the message of the President ...”, “from the decision of the Government ...”, etc.). These formulations enable lower authorities to independently assess a specific situation and quickly make decisions on changing the plan within their competence and in compliance with current legislation.

5. Stage of organizing the implementation of the plan associated with the law enforcement policy of authorities and management, regulatory and organizational activities of the administration of various levels
management. At the same time, relations are developing regarding the definition of incentive funds, incentive indicators, standards for the formation of incentive funds, tension indicators
plans, assessment of the intensity of plans.

The plan must ensure the implementation of the established plan targets and rational use material and human, natural and spiritual resources. Relations arising in connection with the distribution, spending and payment of funds from incentive funds are regulated by the norms of labor, civil, financial and other branches of law.

6. Control stage implementation of the plan is a relatively independent stage of the planning process. Procedural relations arise regarding the control over the fulfillment of planned targets and the analysis of such fulfillment; comparing the value of real performance indicators with the established plan; fixing the results of such a comparison in a form convenient for obtaining data on deviations from the indicators fixed by the plan; determining the link, nature, reasons for non-fulfillment.

An important place in the system of these procedural relations is occupied by relations associated with the collection of information from the field (reports, messages, primary documents, etc.), obtaining statistical reports.

The procedure for monitoring the implementation of plans has a universal character. With its help, the tasks of detecting possible errors in the plan itself, preventing disruptions in its implementation, increasing the efficiency of planning, preventing errors, and making corrections to the procedure for developing plans are solved.

Among the relations at the control stage, one should also include relations related to the preparation and approval reports about the implementation of plans. According to established practice, such reports are considered, as a rule, by the relevant state body together with the draft plan for the upcoming period.

The significance and organic nature of the control stage in the planning process does not allow us to agree with the opinion of those who do not single out this stage as an independent one, referring to the fact that assessments sometimes take months or years, and the authors - planners often do not participate in the assessment.

The role of planning

Any business organization seeks to develop, strengthen its position and, if possible, expand. The activities of the organization cannot be random. There are many issues that need to be addressed, many risks that need to be addressed. It is necessary to somehow implement the daily routine work, which consists of many different tasks. Planning will be able to transform the activities of many people, taking place in many directions, into one single whole, which will carry out the strategic tasks of the enterprise as efficiently as possible. Planning is one of the most important parts of company management. It helps to avoid accidents and uncertainties in the activities of the organization. Planning as a management function is the basis of management activities.

Varieties

Planning is not one strictly defined process. There are various types of it that meet different goals and objectives. The basis for this activity is strategic planning. As the name implies, at this level the main tasks and guidelines for the activities of the company as a whole are determined. It details the strategy of both the survival of the firm and the desire to further strengthen and develop the organization. The implementation of each point of this strategy is the task of planning at a lower level. At the same time, it is important not only to outline the goals themselves. This is not enough. It is necessary to determine the time schedule for their achievement, a way to control the process of performing work. It is also important to link the various aspects of the firm's activities with each other. It is necessary to consider providing the strategy with the necessary amount of resources, at least at the very beginning. general level. Planning as a management function begins its implementation at the strategic level. Tactical planning is aimed at the implementation of the tasks set as a result of strategic planning.

As a rule, there are quite a lot of such tasks. Their implementation requires not only the streamlining of the work process, but also the correct distribution of resources between various tasks. Through the operational-calendar level of planning, these two levels are realized. Planning as a management function directly manifests itself precisely in the organization of everyday work.

Other types

The aforementioned division of planning tasks into levels is not the only way to classify. Let's take business planning as an example. It is used to assess the effectiveness of the project and a deeper understanding of the features of the activities proposed in it. In addition, due to the complexity of the planning processes, they can be divided according to the degree of coverage. They can cover all the main aspects of the process, or they can only relate to specific aspects of the activity that require special attention. Also, planning as a management function may relate to the entire activity of the enterprise, and may relate to individual projects.

Importance of this work

Planning as the main function of management determines all the activities of a particular company. All of it is built on this basis and consists in the implementation of the plans, organization and control of this process. Planning as a function of production management allows you to gather all the forces and resources of the enterprise into one and direct them to achieve the most important goals of the enterprise.

As noted, the modern organization is complex system, which includes special specialized types of management activities - management functions. According to Korotkov E.M., a function is “a work that is performed not only to obtain some result, but also to consistently move from one result to another, to move towards a goal” Korotkov, E.M. Management: textbook for bachelors / E.M. Korotkov. - M.: Yurayt, 2012. - S.6-8. A similar interpretation is shared by Razu M.L.: A function is a duty, a range of activities, an appointment, a role ... Management must be considered as a cyclic process consisting of specific types of managerial work - management functions Management: textbook / coll. ed.; ed. M.L. Once. - 3rd ed., erased. - M.: Knorus, 2011. - P.112.

Taylor F. in his work " Scientific organization labor" writes that "meaningful and purposeful activity of any team, whether it be a patriarchal community or a modern corporation, requires managerial regulation in its four main forms: planning, organization, leadership, control" Zhemchugov A.M., Zhemchugov M.K. Paradigm modern management and its basis // Problems of Economics and Management. - 2016. - No. 6 (58). - S. 4-30. .

All management functions can be divided into two categories:

• on the content of the management process (main functions);
• · in the direction of impact on control objects (specific or specific functions).

There are 5 management functions:

• · Planning is forecasting and preparing for the future. Failure to plan means incompetence of the manager.
• Organization is the provision of business with everything necessary for functioning (equipment, materials, financing, people), and the most important element here is the training of the manager.
• · Motivation - a means of performing organizational work; in its limited essence, it is the management of subordinates.
• · Coordination - harmonization of activities to achieve success.
• · Control - Checking and overseeing that things are going as planned.

Management process in accordance with the provided circuit diagram begins with the formation of a system of goals and objectives of the organization for a certain period of time. Thus, the management process begins with the information provided on the results of control procedures for making management decisions and ends with the control phase that determines the success of the implementation of the decision.

Planning is an independent function of management and the initial stage of the management process (Fig. 1).

Rice. one - Planning as a function of management Brusov P.N. Financial management. Mathematical foundations. Short-term financial policy: Textbook / P.N. Brusov, T.V. Filatov. - M.: KnoRus, 2013. - P.31

Planning, as a function of management, is the definition of the goals of the activity, as well as the development and fixation of a list of actions that are subject to mandatory execution in order to achieve them. From the point of view of the target approach, management is considered as a system focused on achieving certain goals. It is the goals facing the management system that are the starting point for planning and implementing the activities of the enterprise.

To make a true contribution to the success of the organization, the goals must have a number of characteristics Brusov P.N. Financial management. Mathematical foundations. Short-term financial policy: Textbook / P.N. Brusov, T.V. Filatov. - M.: KnoRus, 2013. - P.35:

• specific and measurable goals. By expressing its goals in specific, measurable terms, management creates a clear baseline for future decisions and progress.
• reachable and realistic circuits. Setting a goal that exceeds the capacity of the organization, either due to insufficient resources or due to external factors, can lead to disastrous consequences.
• Objectives must contain deadlines;
• · Goals should call for exceeding standards. Standards - the level of performance that is acceptable to the organization. Goals are the desired outcome.
• · Objectives should be flexible so that they can be revised in the event of unpredictable changes.

Each firm fixes its state in the future in the form of short-term, medium-term and long-term goals. Accordingly, short-term, medium-term and long-term plans are created. Short-term goals are considered goals with a period of implementation up to one year. Medium-term goals are goals that can be achieved within one to three years. Goals that require a period of more than three years to achieve are considered long-term goals. Maximum term achievement of long-term goals usually ranges from five to fifteen years.

Bringing the goals to each level of management and their comprehensive assessment require building a tree of goals. The tree of goals is a structural display of the distribution of goals by levels of management of the organization in their relationship. In management, the goal tree plays the same role and performs the same functions as the program algorithm in cybernetics. If a manager is dealing with a small organization that carries out simple activities, then when drawing up plans, a tree of goals can be omitted. However, planning the activities of large companies, especially transnational corporations with an extensive network of subsidiaries, branches and representative offices, drawing up a tree of goals is objectively necessary.

Depending on the importance in the activities of the organization, strategic, tactical and operational planning are distinguished (Fig. 2).

Fig.2 - Types of planning Repina E.A. Fundamentals of Management: Textbook / E.A. Repin. - M.: Akademtsentr, 2013. - P.72

The result of strategic planning is the development of a strategic plan, which can be formalized in the form of a business plan. Tactical plans specify the strategic plan. If strategic planning focuses on what the organization wants to achieve, then tactical planning focuses on how the organization should achieve this state. operational planning- planning of individual operations in the general economic flow: planning of production, marketing, budgeting and others.

Depending on the object of planning, Repina E.A. Fundamentals of Management: Textbook / E.A. Repin. - M.: Akademtsentr, 2013. - P.105:

• company plans;
• production departments;
• plans of workplaces (positions).

By type of intra-company activity:

• production planning;
• financial and so on.

A principle is the dominant position or starting point in developing a plan. There are the following planning principles:

• · Planning "from what has been achieved" - the manager considers his main task to repeat this year everything that was characteristic of the organization last year, taking into account the changes that have taken place or are expected. This is a transfer of the achieved results to the next period with certain adjustments.
• · Planning by goals. When referring to this principle, the manager abstracts from past experience, he does not tie the planned result to the actually achieved one and does not use it as a basis for his subsequent actions. The initial base in this case is the goal formulated by him - that is, the desired result and the reality of its achievement.

The planning method is a set of techniques and methods of action used by the manager in the implementation of the procedure for developing and implementing the plan. The main planning methods include:

• · The balance method is the most versatile and widespread. It is based on a comparison of revenue and expenditure parts (costs with results). The essence of the method is to develop balances (material, financial, labor, etc.) in the form of tables containing available resources and directions for their spending.
• · The normative method of planning consists in performing planned calculations using scientifically based norms and standards. It is used in planning the cost, labor intensity, number of staff, wages.

The economic norm is the maximum allowable consumption of specific resources for the production of a unit of output (works, services) of an established quality under certain conditions and a period of time. The standard is a relative indicator.

· Program-target method. In modern planning practice, economic and mathematical planning methods are increasingly used, which allow finding the optimal combination of resource use under given constraints.

There are also vertical and horizontal planning methods. Vertical planning methods include top-down and bottom-up planning methods. Top-down planning is used when the goals and objectives of the organization and all its structural divisions are formulated by the top management. Planned tasks descend from above.

The bottom-up planning method is used when:

• The manager strives to actively involve subordinates in the planning procedure;
• The manager is not able to independently determine the potential capabilities of each structural unit of his organization and strive to obtain this kind of information from his subordinates;
• The manager plans to start implementing a new project for the organization and strives to ensure that each structural unit independently determines its role, capabilities and tasks.

Vertical planning methods are aimed at forming the results of the organization, which must be obtained in the planning period. The object of planning can be profit, volume of production and sales. In horizontal planning, the object of planning is the production process itself, or individual work packages (that is, specific projects that the organization aims to implement). The main methods of horizontal planning are:

• planning general scheme production process;
• network planning.

Thus, 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. 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.