Planning is a system of quantitative and qualitative indicators developed and established by the head of an enterprise, which determines the pace, proportions and trends of development for the current period or future. For a good pace of development, every enterprise needs regular drafting.

Planning stages

Today, the following stages of enterprise planning can be distinguished:

• setting goals and objectives;
• drawing up an action program (design);
• preparation of a variant action program (“Plan B”);
• identification of necessary sources and resources;
• identifying executors and notifying them about the plan;
• recording the planning result in writing, in the form of a map, project, presentation, order.

Main types of planning

In foreign practice, for this term, as well as for administrative management and control, there is one concept - “management”. Planning is the central link in the mechanism for regulating the production system. With its help, management controls the pace of development of the enterprise.

Types of planning by purpose:

• determination of the enterprise development strategy;
• development of new production, products, projects;
• drawing up tactics for the enterprise’s activities for a certain period of time.

What is a plan? This is a document or part of it that covers the entire production, economic and financial complex of an enterprise for a certain period of time. These are never-ending processes, replacing one after another.

Types of content planning:

• the main direction of development of the enterprise;
• separate problem;
• detailed program of production activities.

Plans can be drawn up for different time periods: short-term ones overlap with long-term ones and vice versa. This is a continuous process, which is determined by the dynamics of production and unpredictable changes in the external environment. In addition, plans may also contain erroneous decisions that need to be corrected and adjusted during their implementation. Enterprises do not always follow the intended project.

This type of planning also includes the network method. It is used to simulate the parallel execution of several functions, for example, a work shift for the production of something and the simultaneous repair of a workshop.

Program-target method

Using this method, a plan is drawn up in the form of a program. It includes a set of tasks and activities that are united by one goal and are dated by certain dates.

A distinctive feature of the program is its focus on achieving results. The main core here is the general goal. To achieve it, specific performers are appointed, whom management provides with all the necessary resources.

Depending on the timing, this type of planning occurs:

• perspective;
• current;
• operational and production.

The basis of long-term planning is forecasting. With its help, the prospects for the need for new products, product and sales strategies are analyzed. The main types of planning according to the periods of action of plans are: long-term, medium-term and short-term.

Using current or annual planning, a medium-term plan is developed and its indicators are clarified. Depending on the object, this method can be factory, workshop or team.

The operational and production plan was developed to clarify the current annual plan for shorter periods of time (month, shift, hour) and for individual work units (shop, team, workplace). This document conveys the essence of the necessary tasks to their immediate performers.

Using long-term, current and operational-production planning methods, a unified system is formed.

Directive planning

This type is determined by the fact that it is mandatory to accept and carry out planned tasks that are established by higher management for their subordinates.

The directive method permeates all levels of the central planning system (enterprise, its industries, regions, the economy as a whole) and fetters the initiative of the organization.

Indicative planning

This method is characterized by a form of government regulation and control over prices, tariffs, tax rates, and bank interest rates. The tasks of this plan are called indicators - parameters that characterize the state and direction of the economy. They may include mandatory tasks of the state, but their number is limited.

Indicative planning is purely guiding in nature. In relation to organizations or enterprises, this method is used during the development of long-term plans.

Strategic planning

This type is aimed at setting long-term goals and developing means to achieve them, and is also intended to determine the main directions of development and formulate the mission of the enterprise, which goes towards the realization of a common goal. This mission characterizes the status of the organization and provides guidance for goals and strategies.

Types of planning educational activities

In preparation for the new school year, the teacher must create a plan for each class in which he teaches his subject. The same applies to teachers at universities.

The basis of this plan is the curriculum of the subject. The provisions and aspects contained in the program take on a more specific form. Working conditions in a particular class/group must be taken into account. Particular attention is paid to the following factors:

• students' knowledge level;
• number of lessons/pairs;
• type and volume of didactic materials;
• degree of advancement of the class/group;
• volume of chapters and paragraphs in manuals;
• the presence or absence of extracurricular excursions/practical exercises in laboratories and other places;
• the number of hours allocated for testing knowledge;
• control or repetition of material.

It is mandatory to record the annual curriculum in the class journal. It includes a list of thematic groups, which are made up of those topics that relate to individual methodological units. Quarterly plans are more effective due to the fact that they are prepared more often and have larger volumes than annual plans. They allow you to determine in more detail the didactic tasks, taking into account the changes that occurred during the previous quarter.

The external expression of such didactic planning is a lesson/pair summary. Here the plan includes the following mandatory items:

• topic of the lesson or lecture;
• educational goals expressed by the teacher’s explanations or demonstration of any visual material;
• lesson order: preparatory actions, checking the presence of students in the field, monitoring the completion of homework and preparation for the lesson, main actions (reading a new topic, solving more complex problems, laboratory work), the final stage, which often includes consolidating the material and issuing assignments for house.

A summary is a detailed development of such a plan. Usually it includes the topic of the lesson or lecture, goals and objectives, the order of the lesson, material distributed in separate stages (tables, lists, drawings are used for convenience), as well as a homework assignment. In addition, the notes contain a list of methods, as well as didactic tools that were used at certain stages of the lesson.

The types of planning in a school depend on many factors, such as the level of achievement, the scope of the program and the preferences of the teacher.

If programmed texts are used in the lesson, then the notes should take into account additional materials, for example, a selection of more difficult tasks for students who learn information better and work faster than others.

Types of planning in preschool educational institutions

In order to create a learning system in a preschool educational institution, several types of planning should be used at once:

• a long-term plan or program for the development of a preschool educational institution (it is drawn up for 3 years in advance);
• preschool educational institution plan (for one year);
• thematic plan (by type of activity);
• an individual plan drawn up by specialists and administration;
• calendar and thematic planning in a certain age group.

The most popular among them is the last one. Thus, calendar-thematic planning is capable of structuring the content of the educational process. It is very convenient and simple for any age group. For development you will need:

• determine the volume of the plan in teaching hours;
• come up with a topic, content, develop a lesson plan for every day;
• establish optimal forms of conducting classes, teaching methods (for preschool educational institutions, a game option is best suited);

check whether the program is oversaturated for the child, because too much activity may have little benefit.

We looked at the concept and types of planning. To summarize, we can say that this is a complex process, which is influenced by many factors, ranging from the timing of the enterprise to its size. In order for an organization to function well and generate income, an integral part is drawing up a competent plan. In case of successful development and further adherence to the company's program, success is guaranteed.

Planning is the determination of a system of goals for the functioning and development of an organization, as well as ways and means of achieving them. Any organization cannot do without planning, since it is necessary to make management decisions regarding:

Resource allocation;

Coordination of activities between individual departments;

Coordination with the external environment (market);

Creating an effective internal structure;

Control over activities;

Development of the organization in the future. Planning ensures timely decisions, avoids hasty decisions, sets a clear goal and a clear way to implement it, and also gives the opportunity to control the situation.

In general, the planning process can be distinguished:

Goal setting process (defining a system of goals);

The process of combining (coordinating) goals and means of achieving them;

The development process or the unity of the organization’s existing system of work with its future development.

Goal setting is the process of developing a system of goals, starting from the general goals of the organization and ending with the goals of its individual units. The result is a goal tree that underlies the entire planning process.

The mere presence of a goal does not mean that it will be achieved; the availability of appropriate material, financial and human resources is necessary. Moreover, the level of goal achievement often depends on the amount of these resources. For example, to create an enterprise in a certain industry, initial investments are required. This financial resource must be available, and then a combination of the goal and the means to achieve it will be ensured. As a result of coordination, plans appear that combine activities to achieve goals, deadlines, means and performers.

To implement the planning process, it is also necessary to have an established organizational system. The organization’s work is aimed at achieving the target, and the result depends on how this work is structured and coordinated. Even the most ideal plans will not be implemented without appropriate organization. There must be an executive structure. In addition, the organization must have the possibility of future development, since without this the organization will collapse (if we do not develop, then we die). The future of an organization depends on the conditions of the environment in which it operates, on the skills and knowledge of its personnel, and on the place that the organization occupies in the industry (region, country).

The entire planning process in an organization is divided into two levels: strategic and operational. Strategic planning is the determination of the goals and procedures of the organization in the long term; operational planning is the system of managing the organization for the current period of time. These two types of planning connect the organization as a whole with each specific unit and are the key to successful coordination of actions. If we take the organization as a whole, planning is carried out in the following order:

The mission of the organization is being developed.

Based on the mission, strategic guidelines or directions of activity are developed (these guidelines are often called qualitative goals). An assessment and analysis of the external and internal environment of the organization is carried out.

Strategic alternatives are identified.

Choosing a specific strategy or way to achieve a goal. The answer to the question “what to do?”

Once a goal has been established and alternative ways to achieve it (strategies) have been selected, the main components of formal planning are:

Tactics, or how to achieve this or that result (the answer to the question “how to do it?”). Tactical plans are developed on the basis of the chosen strategy, they are designed for a shorter period of time (the current moment), developed by middle managers, the result of such planning appears quickly and is easy to correlate with the specific actions of employees;

Policies, or general guidelines for action and decision making, that facilitate the achievement of goals;

Procedures, or descriptions of actions to be taken in a particular situation;

Rules, or what should be done in each specific situation.

Planning and plans

A distinction must be made between planning and plans. A plan is a detailed set of decisions that are subject to implementation, a list of specific activities and their performers. A plan is the result of the planning process. Plans and planning have different variations and can be viewed from different perspectives.

By breadth of coverage:

Corporate planning (for the entire company as a whole);

Planning by type of activity (planning carpet production);

Planning at the level of a specific department (workshop planning).

By function:

Production;

Financial;

Personnel;

marketing.

By subfunction (for example, for marketing):

Assortment planning;

Sales planning.

By time period:

Long-term planning - 5 years or more;

Medium-term planning - from 2 to 5 years;

Short-term planning - up to a year.

According to the level of detail of plans:

Strategic planning;

Operational or tactical planning.

If required:

Directive plans for direct mandatory execution;

Indicative plans, which are indicative and depend on indicators of economic, political, etc. activity.

The plan, as a result of planning for executors, is a directive document and must include both mandatory and recommendatory indicators, and with increasing planning periods, the number of indicative (recommendatory) indicators grows. This is due to the fact that with long-term planning the result cannot be determined absolutely accurately, since it depends on changes in business conditions and is probabilistic. Specific activities, goods, services and works, as well as structures, technologies and procedures can be planned. For example, planning the expansion of an organization, planning a more advanced technical process, or planning the launch of a product on the market.

There are three main forms of planning organization:

- "top down";

- "down up";

- "goals down - plans up."

Top-down planning relies on management creating plans for their subordinates to carry out. This form of planning can give a positive result only in the presence of a rigid, authoritarian system of coercion.

Bottom-up planning is based on the fact that plans are created by subordinates and approved by management. This is a more progressive form of planning, but in conditions of deepening specialization and division of labor it is difficult to create a unified system of interrelated goals.

“Goals down, plans up” planning combines the advantages and eliminates the disadvantages of the two previous options. Management bodies develop and formulate goals for their subordinates and stimulate the development of plans in departments. This form makes it possible to create a unified system of interrelated plans, since common goals are mandatory for the entire organization.

Planning is based on data from past periods of activity, but the purpose of planning is the activity of the enterprise in the future and control over this process. Therefore, the reliability of planning depends on the accuracy and correctness of the information that managers receive.

Planning is one of the ways in which management provides unified direction to the efforts of all members of the organization in achieving its common goals.

Three main planning issues:

Where is the organization located?

What kind of organization does it want to become?

How to achieve what you want?

In the narrow sense of the word planning- this is the development of plans, summary tables, determination of work schedules, deadlines and performers, responsible persons, methods of control, and so on.

The planning function includes:

Determining the range of work to be performed.

Determining the deadlines for completing each job.

Selection of sources and resources to complete each job.

Calculation of costs for the entire list of works.

Acceptance or approval of the plan.

Planning stages:

general assessment of the situation and its formulation;

formulation of goals and objectives based on forecasts of external and internal variables;

making planning assumptions;

linking resources and choosing the optimal course of action.

Planning object: development of goals and strategy, distribution of resources, development of standards, financial, sales, production, innovation and other activities.

Planning subject: managers, planners

Types of plans:

1. In terms of timing parameters

Strategic (long-term, 10-15 years): purpose of the organization, mission, strategy;

Strategic planning - a special type of planning work, consisting in the development of strategic plans, providing for the promotion of such goals and strategies for the development of the company, the implementation of which will ensure its effective functioning in the long term, rapid adaptation to changing environmental conditions.

Medium-term (1-5 years): creation of new products, liquidation, research and development;

Short-term (tactical): production and sales of goods, purchasing, finance.

Current plans:

Functional describe actions that need to be taken in the near future in a specific area of ​​production:

Production: purchase of pharmaceutical assets, operational planning and control;

Marketing: product, price, sales;

Financial: raising funds, distributing resources, etc.

One-time(one-time actions):

Program plan;

Project plan;

Stable(daily actions):

Standards.

Planning tasks:

Determining the future development of production.

Identification of all possible deviations from the implementation of the plan.

Making decisions at each stage of the action program.

Planning methods:

Normative

Variant / criteria are set and ways to achieve them are developed /

With the involvement of experts.

Using economic and mathematical methods, computer

Effective planning is planning that promotes change leading to progress.

8. Motivation as a function of management. Basic theories of motivation.

Motivation - a set of driving forces of a person to carry out certain actions.

Motive – a need that has become so necessary that it forces a person to look for ways to satisfy it.

Types of motivation:

1. Stimulation: If you have something important for another person and you want him to do something, you should give it to him for his efforts.

2. Creating a motivating structure(education and training).

Theories of motivation:

1. Meaningful

Based on identifying internal motivations that force people to act in a certain way.

Planning is a process of scientific development and implementation of a set of measures that determine the directions and pace of production development, ensuring its compliance with market needs, and on the basis of this increasing the sales volume and profit of the enterprise (Fig..1).

Planning

Justification of the relative compliance of the goals and objectives of the enterprise with its capabilities in saturating the market with goods

Reasonable determination and maintenance of the necessary proportions of development of p/p

Satisfying consumer demand for relevant products and maximizing profits

Planning is the main function of production management, since the success of entrepreneurial activity largely depends on the quality of planning, which includes the determination of long-term goals, ways to achieve them and appropriate resource support.

Planning encourages managers of an enterprise and its structural divisions to think forward. It promotes the development of creative initiative of employees, ensures a clear relationship between the responsibilities of all officials and increases their responsibility for achieving target indicators. It allows you to coordinate the efforts of an enterprise and direct them towards achieving the final goal, making it more prepared for sudden changes in market conditions and political conditions.

Main tasks , decided in the planning process are:

identifying directions for the development of consumer demand for products manufactured by the enterprise;

increasing the volume of sales of the enterprise's products, profits and profitability of production;

increasing the competitiveness of products by improving their quality, developing new types of products, services and reducing prices for them;

cost reduction based on improved use of the enterprise's production resources;

creation of new jobs to ensure social stability in the country.

Planning is designed to fulfill a number of functions in organizing the work of the enterprise, the most important of which are:

Planning is based on factual, normative data of the present or past period, but is focused on establishing control over the process of development of the enterprise in the future.

The degree of validity of planning largely depends on the reliability of the initial indicators characterizing the level of development of an individual business entity, and it is based on drawing up a forecast of the enterprise’s activities.

Forecasting represents is a prediction of possible options for the development of the situation based on previously established trends and patterns in the activities of the enterprise.

The difficulty of planning in modern conditions lies in the fact that some macroeconomic processes (for example, crises, strikes, etc.) do not lend themselves to precise planning, and many microeconomic indicators that characterize the market as a whole, the activities of competitors, demand volumes, etc., are not have a high degree of reliability and accuracy. Therefore, planning is often based on incomplete data, which implies not only the need to monitor the implementation of plans, but also the possibility of adjusting certain planned indicators.

Planning principles

Continuity principle is that at every enterprise planning processes must be carried out constantly and the plans being developed must continuously replace each other. In addition, continuity of planning means a gradual transition from strategic plans to operational ones, the need for interaction between long- and short-term plans.

Unity principle involves the development of a general or consolidated plan for the socio-economic development of the village. At domestic enterprises, there are plans for the production and sale of products, increasing the technical and organizational level of production, plans for individual structural divisions, etc., which must be linked with each other and with a unified plan for the socio-economic development of the subdivision in such a way that changes in certain sections of various plans or indicators were reflected in the general plan of the business entity.

The principle of flexibility involves the possibility of adjusting already developed planned indicators. To implement the principle of flexibility, plans must be drawn up so that changes can be made to them due to changing internal and external conditions. Therefore, plans must contain reserves, otherwise called “safety margins” or “cushions.” While complying with this requirement, it is also necessary to plan the amount of such reserves, since too large reserves entail inaccuracy in the plans being developed, and too low limits lead to frequent changes.

Precision principle is determined by the influence of various internal and external factors, therefore plans must be specified and detailed to the extent that the operating conditions of the business entity allow this to be done.

Optimality principle is based on the need to select the best option from several possible ones at all stages of planning. The criterion for the optimality of various plans can be the minimum labor intensity, material intensity or production cost, maximum profit and other final results of the enterprise.

Participation principle involves the active influence of personnel on the planning process, that is, each member of the work team becomes a participant in planned activities, regardless of position and functions performed. This allows for the integration of operational management and planning; promotes the personal development of all planners; facilitates the process of information exchange within the enterprise, etc.

Principle of efficiency requires the development of a plan option that, given the existing limitations of the resources used, ensures the greatest economic effect.

Planning methods:

Balance sheet method represents a set of techniques used to ensure linkage and coordination of interdependent indicators (equilibrium).

Normative method based on the use of norms and standards of living and materialized labor to determine variable quantities.

Network method used when planning the preparation of production of new products

Graphical methods can have various forms: network; linear, which is compiled in coordinate axes, where x is the work time, y is the type of work. Using the same method, the break-even point of the enterprise is considered, where x is the production volume, y is the cost of production.

Program-target method used when developing complex projects where many performers are involved.

Economic and mathematical models in planning they are used in various modifications. Their meaning is that a model is compiled from a number of indicators and coefficients. The variable planned value (y) is found as dependent on other factors. For example, the linear dependence of indicators is expressed by the formula: y = a 0 + a 1 x 1 + a 2 x 2,

where y – electricity consumption, kWh; x 1 – power of technological equipment, kW; x 2 – production program, pcs.; a 0, a 1, a 2 – coefficients obtained by calculation from the data.

Types of planning and their brief characteristics -

two main type of planning: technical-economic and operational-production.

Technical and economic planning provides for the development of a system of indicators for the development of technology and the economy of the enterprise. During this planning, optimal production volumes are justified, the necessary production resources are selected and rational standards for their use are established, and the final financial and economic performance indicators are determined.

Operational and production planning involves subsequent detailing of the technical and economic plans of the enterprise. It provides for the establishment of current production targets for various structural units and the adjustment of planned targets during the production process.

Classification of planning types

Signs of classification of plans	Types of planning
1. Purpose of planning	Operational; Tactical; Strategic Regulatory
2. Management level	Branded; Corporate; Factory, etc.
3. Justification methods	Market; Indicative; Centralized (directive)
	Organizational and technological; Social and labor; Supply and distribution; Investment; Business planning, etc.
5. Scope of application	Intershop; In-shop; Brigade Individual
6. Action time	Short term; Medium term; Long-term
7. Development stages	Preliminary; Updated
8. Degree of accuracy	Enlarged; Updated

Operational planning represents a choice of means for solving problems that are determined by higher management, and are also traditional for the enterprise (distribution of products by volume, nomenclature, timing, etc.). Such planning is usually short-term.

Tactical planning involves justifying the tasks and means necessary to achieve strategic goals (for example, gaining a leading position in the market, etc.). Tactical planning can cover short and medium term periods.

Strategic planning focused on developing the overall strategy of the enterprise and establishing its main goals, managing strategically important factors of activity, determining a marketing strategy in the market for individual goods, identifying strategic prospects for financing capital investments, etc. The duration of the planning period that covers strategic planning is, as a rule, 10 - 15 years.

Regulatory planning provides for a reasonable choice of means, tasks and goals of the enterprise and has no established time limits. It extends to all internal and external relationships, including connections between the enterprise and its environment, which it does not influence, but which itself influences it.

Market planning is based on the interaction of demand, supply and prices for produced goods and services.

Indicative planning represents state regulation of prices and tariffs, current types and rates of taxes, minimum wages, etc.

Centralized (directive) planning provides for the establishment by a higher management body of a subordinate enterprise of planned indicators of natural volumes of production, product range and delivery times, etc.

Short-term planning carried out for a period of 1 to 3 years. Its peculiarity is that the indicators for the next year are adjusted quarterly, and the indicators for the second and third years - every six months or annually. Short-term planning is the basis of current planning, in which indicators are set for the year, broken down by quarter. Current plans are rolling, i.e. For the first three months, strict indicators are set, and in the next 9 months they are adjusted. Current plans are more detailed than short-term plans and they link the tasks of various services of the enterprise, closer coordination of which occurs within the framework of calendar planning (validity period is usually 10 days). As part of this planning, a program for the movement of the product and all factors of production is developed, indicating specific dates and services responsible for a particular type of activity.

Medium-term planning covers a period of 3 to 5 years and specifies the guidelines defined by the long-term plan.

Long-term planning (5 – 10 years) creates the basis for an economic justification for the development of a business entity for a certain period and its result is the enterprise’s plans for various types of its activities (production, sales, costs, finance, etc.).

At the first stage of planning, draft plans are usually developed, which, after their approval at the second stage, receive the force of law.

The accuracy of the plans depends on the raw materials used, the planning time frame, the methods used, and the training and operational experience of the personnel involved.

All these types of planning make it possible to comprehensively take into account internal and external changes in the production and economic activities of the enterprise, creating the prerequisites for increasing the level of its economic potential, and form the basis of the plan for the socio-economic development of the enterprise. This plan provides for planning the production and sale of products, the need for production resources, social and labor indicators, production costs and prices, the formation and distribution of profits, economic efficiency and investment activities, measures for nature conservation and rational use of natural resources.

The social and economic development plan of the enterprise includes the following sections (plans):

1. Production and sale of products and services (production program).

2. Scientific and technological development, improvement of production and management.

3. Norms and standards.

4. Capital construction.

5. Logistics support.

6. Labor and wages.

7. Cost, profit and profitability of production.

8. Economic stimulus funds.

9. Social development of the team.

10. Environmental protection and rational use of natural resources.

11. Financial plan.

Introduction

Conclusion

Bibliography

Introduction

The purpose of this work is to study current planning in the organization.

To achieve this goal, it is necessary to solve the following tasks:

Define the concept and types of planning in an organization;

Define the concept and content of current planning;

The relevance of the topic is due to the fact that any organization cannot do without planning, since it is necessary to make management decisions regarding the distribution of resources, coordination of activities between individual departments, coordination with the external environment (market), creation of an effective internal structure, control over activities, development of the organization in future, etc.

Planning is the determination of a system of goals for the functioning and development of an organization, as well as ways and means of achieving them. Planning ensures timely decisions, avoids hasty decisions, sets a clear goal and a clear way to implement it, and also gives the opportunity to control the situation.

Depending on the focus, nature of the tasks being solved and the duration of the planning period, three types of planning are distinguished:

1) strategic, long-term (long-term) planning (from 3 to 10 years);

2) medium-term planning (from 1 year to 3 years);

3) current, short-term planning (up to 1 year).

This work mainly examines the current planning of the organization, which is embodied in short-term and operational plans, which link all areas of activity of the organization and its divisions for the coming period.

1. Concept and types of planning in an organization

Planning is “one of the management functions, which is the process of choosing the goals of the organization and ways to achieve them,” that is, a function associated with determining the goals and objectives of the organization, as well as the resources necessary to achieve these goals. Planning, in essence, is one of the ways in which management ensures that the efforts of all members of the organization are directed towards achieving its common goals. That is, through planning, the management of an organization seeks to establish the main directions of effort and decision-making that will ensure unity of goals for all its members.

In management, planning occupies the main place, embodying the organizing principle of the entire process of realizing the goals of the organization.

The essence of planning is to justify goals and ways to achieve them based on identifying a set of tasks and works, as well as identifying effective methods and methods, resources of all types necessary to complete these tasks and establish their interaction.

For the first time, the general principles of planning were formulated by A. Fayol. The main principles of planning are the principle of unity, the principle of participation, the principle of continuity, the principle of flexibility and the principle of accuracy.

The principle of unity is that an organization is an integral system; its components must develop in a single direction, that is, the plans of each division must be connected with the plans of the entire organization.

The principle of participation means that each member of the organization becomes a participant in planned activities, regardless of their position, i.e. The planning process must involve all those affected by it. Planning based on the principle of participation is called “parsitive”.

The principle of continuity means that the planning process at enterprises must be carried out constantly, which is necessary due to the fact that the external environment of the organization is uncertain and changeable, and, accordingly, the company must adjust and clarify plans taking into account these changes.

The principle of flexibility is to ensure the ability to change the direction of plans due to the occurrence of unforeseen circumstances.

The principle of accuracy is that any plan should be drawn up with as much accuracy as possible.

Often these principles are supplemented by the principle of complexity (dependence of the development of an organization on a comprehensive system of planned indicators - the level of development of equipment, technology, production organization, use of labor resources, labor motivation, profitability and other factors), the principle of efficiency (development of such an option for the production of goods and services, which, given the existing limitations of the resources used, ensures the greatest efficiency of activity), the principle of optimality (the need to select the best option at all stages of planning from several possible alternatives), the principle of proportionality (a balanced account of the resources and capabilities of the organization), the principle of science (taking into account the latest achievements of science and technology ) and others.

Planning can be classified in various areas:

According to the degree of coverage of areas of activity, the following are distinguished:

General planning (planning of all areas of the enterprise’s activity);

Private planning (planning of certain areas of activity).

Strategic planning (search for new opportunities, creation of certain prerequisites);

Operational (implementation of opportunities and control of the current progress of production);

Current planning (planning that links all areas of the enterprise’s activities and the work of all its structural divisions for the coming financial year).

According to the objects of functioning, the following are distinguished:

Production planning; - sales planning;

Financial planning; - personnel planning.

By periods (coverage of a period of time) there are:

Short-term or current (from a month to 1 year)

Medium term, (from 1 year to 5 years)

Long-term planning (more than 5 years).

If changes are possible, the following are highlighted:

Rigid (does not involve changes);

Flexible (with such planning, changes are possible).

Strategic planning is “the construction of a management system that ensures the organization’s long-term competitive advantage in the field of management.” That is, strategic planning aims to provide a comprehensive scientific substantiation of the problems that an enterprise may face in the coming period, and on this basis to develop indicators for the development of the enterprise for the planning period. Strategic planning sets the direction for an organization's activities and allows it to better understand the structure of marketing research, the processes of consumer research, product planning, promotion, and sales, as well as price planning.

Operational planning most often covers a five-year period, as it is the most convenient for updating the production apparatus and the range of products and services. They “formulate the main objectives for a specified period, for example, the production strategy of the enterprise as a whole and each division; service sales strategy; financial strategy personnel policy; determination of the volume and structure of necessary resources and forms of material and technical supply.” Such planning involves the development in a certain sequence of activities aimed at achieving the goals outlined in the long-term development program.

Current planning is carried out through the detailed development (usually for one year) of operational plans for the company as a whole and its individual divisions, in particular, marketing programs, plans for scientific research, plans for production, and logistics.

2. Current planning in the organization

Current planning, as already noted, is planning for a period of up to one year.

Current planning is carried out through the detailed development for a period of up to one year of operational plans for the company as a whole and its individual divisions on an international scale, in particular, marketing programs, plans for scientific research, plans for production, and logistics.

The main links of the current production plan are calendar plans (monthly, quarterly, semi-annual), which represent a detailed specification of the goals and objectives set by long-term and medium-term plans. The calendar plans provide for costs for the reconstruction of existing facilities, replacement of equipment, construction of new enterprises, and training of service personnel. Thus, current planning is embodied in short-term and operational plans, which link all areas of activity of the organization and its divisions for the coming period.

Short-term plans at the enterprise level are developed in the form of production programs for a period of several weeks to a year. They relate to the volume of production, material and technical supplies, the procedure for using equipment, etc. If demand changes, supply disruptions, or disruptions in the production process, programs can be adjusted.

The production program is based on the sales forecast, which is based on received orders, sales volumes for the past period, assessment of market conditions, etc., as well as on available personnel, production capacity, stocks of raw materials. It is the basis for drawing up current estimates (budgets) for resource consumption, taking into account their existing reserves, expected deliveries, and room for maneuver.

In essence, production programs contain decisions on how to operate a plant's technological system in response to changing market demands and ensure that the required products and services are produced at minimal cost.

Operational plans are their own production programs, tasks for sections and teams, that is, formed by units based on the part of the program that concerns them. The elements of such a plan are most often determined by:

1) a calendar plan that determines the sequence and timing of the launch, processing and release of each type of product and their batches by day of the week; routes of their movement, loading of equipment; need for tools, etc.;

2) shift-daily assignments containing information about the volume of specific types of products that must be produced in this and adjacent workshops;

3) a schedule for the movement of products and their individual parts within the framework of the technological process.

In addition, many sources indicate that current, or operational, planning is what a manager at an enterprise does every day. This includes planning the operation of an enterprise for a short period of time. This can be a day, a month, a quarter, a half-year or even a year. It depends on the strategic and tactical goals of the enterprise.

Ongoing planning is usually driven by the need to respond to many factors. For example, there should be an immediate reaction of the manager to the occurrence of force majeure circumstances that could cause the death of people. These include natural disasters (flood, fire, earthquake, etc.). Force majeure circumstances also include strikes. The manager must quickly respond to emergency situations that arise, to changes in the external or internal environment of the enterprise in order to prevent undesirable consequences or extract maximum benefit for the enterprise. This may include resolving current problems and tasks, such as conflicts.

With current planning, unlike strategic planning, there is no significant time gap between the fixation at the level of consciousness of the action to be performed and the implementation of such an action in real mode. The manager must be aware that the reactions of operational planning and operational action can have very important strategic consequences. He must be able to prolong the consequences of an operational decision, current planning, operational action for a future time period. Otherwise, very dangerous phenomena or situations may arise for the enterprise.

In this case, the current planning process consists of several stages:

Identifying the problem;

Determining possible actions;

Preliminary selection of one of certain possible actions;

Analysis of possible consequences;

Final choice of action.

Moreover, the manager must be able to see not only the current moment, but also foresee the impact of the decision on the future time period. That is, what is meant here is that the manager must be able to draw up strategic plans, organize tactical planning and engage in ongoing planning.

That is, the main thing for current planning is its interdependence with strategic planning. The company's core values ​​and missions need to be considered when making ongoing plans, but ongoing planning and operational responses can have very important strategic implications. In addition, after achieving a strategic goal, it is necessary to replace it with the next strategic goal and organize current planning accordingly.

Successful strategic planning is inextricably linked with ongoing planning, which is the detailed work of concretizing the strategy. The daily work of a manager involves constantly making many decisions, each of which is accompanied by a procedure for ongoing planning of the progress of their implementation.

3. Current planning models

As stated in the previous part of the work, ongoing planning emphasizes the continuity of the planning process, which is an integral part of the ordinary work of the organization. That is, ongoing planning models do not have predictable starting and ending points, and do not assume that each step of the planning process determines the next one. This approach uses the concept of strategic fit, according to which the various components of planning must fit together and form a coherent whole.

One of the planning models, including the current one, defines linear planning - “every detail in the planning process should be able to influence all other details. As a result, all components of planning - mission statement, definition of objectives, setting goals and objectives, action plans, implementation and evaluation of activities - must be carried out continuously so that information coming from one area can influence decisions and choices made in another region."

Graphically, linear planning looks like this:

Rice. 1. Linear planning model

In linear planning, information flow tends to flow in one direction. Thus, information about the company’s mission determines the formulation of the company’s objectives, and not vice versa. Objectives determine goals, goals determine strategy, etc. In ongoing planning, information flows in different directions because each component of planning is interdependent and can influence, as well as be influenced by, other components. The mission of an organization is intricately linked to its actions, as well as to the evaluation of those actions; with the available resources, which often determine the strategy, as well as with the needs of the client, as follows from the definition of numerous tasks, etc. As a result, information about ongoing planning must be communicated through continuous collection of information carried out in various ways. It is not enough to collect information for a particular planning stage only once. The information gathering process should be ongoing while other planning stages re-examine the original questions.

Another current planning model is the “wheel model.” Graphically, this model looks like this:

Rice. 1. “Wheel model” of current planning.

The planning coordinator or coordinating team sits at the center of this wheel, collecting information and transmitting it around the perimeter of the wheel through the spokes. Along the perimeter of the wheel there are various individuals who work on specific tasks. One group may be assessing current activities, another may be reviewing mission statements, a third may be reviewing the composition of the organization to formulate new goals for the future, a fourth may be contacting potential founders, a fifth may be working on budgetary funding for a specific action plan, etc. . In order for the wheel to turn - which in this case represents the forward movement of the organization in the planning process - the planning coordination process must be centralized. At the same time, it involves three types of activities: collecting information from planning groups located around the perimeter of the wheel, transferring back the necessary information to these groups, and, finally, collecting all the information to draw up a logically consistent plan.

Ongoing planning is inherently an ongoing process. Like the wheel that serves as a visual metaphor for this process, it has no beginning or end and is constantly in motion. For this reason, under this model, current planning emphasizes the planning process itself. This is one of its advantages over linear planning.

Current planning with detailing by quarters and months has several forms. The most common ones are the process of breaking down medium-term plans into short-term ones, developing policies and regulatory mechanisms in case of possible situations in the future, and budget planning.

The process of breaking down medium-term plans into short-term, more detailed ones. In this case, production and financial plans and marketing plans are usually drawn up for the year.

Develop policies and regulatory mechanisms to deal with possible future situations. Thus, it is necessary to determine in advance the possible company policy in the event of a strike.

Budget planning. A budget is a financial plan that serves as a guide and control over future operations. Typically, several types of budgets or even groups of them are developed:

Estimate of income and expenses;

Cost estimate of time and materials;

Capital cost estimate;

Cash budget;

Balance sheet.

Conclusion

As already noted, planning is the determination of a system of goals for the functioning and development of an organization, as well as ways and means of achieving them. Planning ensures timely decisions, avoids hasty decisions, sets a clear goal and a clear way to implement it, and also gives the opportunity to control the situation.

Long range planning is often associated with something that is sustainable, well thought out and the most important type of planning in an organization. This is confirmed by an order of magnitude larger amount of specialized literature devoted to the basics of strategic planning in management than literature devoted to current planning.

However, in reality, leaders today must pay just as much attention to their planning orientation in order to better respond to the needs of their organization. In addition, this will allow the organization itself to be more responsive to changing customer needs and quickly satisfy their wishes, which will allow the current tasks and long-term goals to be coordinated.

Ongoing planning is more than a quick response to environmental changes. By focusing on quantifiable information, ongoing planning is based on facts rather than assumptions. This is planning which by definition is influenced by the market; In the process of interaction with clients, managers make certain adjustments to the work of their companies.

By gradually moving forward, it is possible to quickly correct errors without allowing them to grow to the size of a catastrophe.

Stage-by-stage and immediate documentation of results allows you to accumulate the experience necessary to implement new projects.

By focusing on the information flow that is formed in the process of current activities, you can provide the organization with fresh ideas, adjust its work in a timely manner, always be up to date and benefit from changes.

Bibliography:

1. Aleksandrov I.I., Planning the activities of an organization, St. Petersburg: Avanta, 2008, 134 p.

2. Afonichkin A.I., Fundamentals of Management, St. Petersburg: Peter, 2007, 522 p.

3. Glumakov V.N., Maksimtsov M.M., Malyshev N.I. Strategic management, M.: University textbook, 2008, 192 p.

4. Zaitseva O.A., Radugin A.A., Radugin K.A., Rogacheva N.I., Fundamentals of management: a textbook for universities, M.: Center, 1998, 429 p.

5. Likhachev A.A., Orekhov N.A., Erokhin E.V., Mambetshaev E.S., Fundamentals of forecasting and planning in an organization, M.: MSTU, 2003, 304 p.

6. Panin A.S., Planning in an organization, M: List, 2007, 97 p.

7. Electronic textbook, Abakumova V.V., Golubeva A.A., Kustareva V.P., Podlesnykh V.I., Prokhorova Yu.K., Tyuleneva L.V., Management, St. Petersburg: St. Petersburg State University ITMO, 2007 .

8. Internet materials. Website: http://www.5elements.ru/stati_20.htm Article by V.B. Petrova “Implementation of a strategic planning system: experience of defeat”, 2008.

9. Internet materials, website http://www.aup.ru/books/m160/ book by E.A. Kobets “Enterprise Planning”, Taganrog, TRTU Publishing House, 2006.

A.S. Panin, Planning in an organization, M: List, 2007, 97 p. – P. 43.

Internet materials, website http://www.aup.ru/books/m160/ book by E.A. Kobets “Enterprise Planning”, Taganrog, TRTU Publishing House, 2006

V.N. Glumakov, M.M. Maksimtsov, N.I. Malyshev Strategic management, M.: University textbook, 2008, 192 p. – P. 34

A.I. Afonichkin, Fundamentals of Management, St. Petersburg: Peter, 2007, 522 p. – P. 158.

O.A. Zaitseva, A.A. Radugin, K.A. Radugin, N.I. Rogacheva, Fundamentals of Management: a textbook for universities, M.: Center, 1998, 429 p. – P. 312.

A.A. Likhachev, N.A. Orekhov, E.V. Erokhin, E.S. Mambetshaev, Fundamentals of forecasting and planning in an organization, M.: MSTU, 2003, 304 p. – P. 213.

I.I. Alexandrov, Planning the activities of an organization, St. Petersburg: Avanta, 2008, 134 p. – P. 54.

Internet materials. Website: http://www.5elements.ru/stati_20.htm Article by V.B. Petrova “Implementation of a strategic planning system: experience of defeat”, 2008.

Internet materials. Website: http://de.ifmo.ru/bk_netra Electronic textbook by V.V. Abakumova, A.A. Golubeva, V.P. Kustareva, V.I. Podlesnykh, Yu.K. Prokhorova, L.V. Tyuleneva, Management, St. Petersburg: St. Petersburg State University ITMO, 2007.

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