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1 . Planning as a basismain management function

1.1 The essence and principles of planning as a function of managementphenomena

planning management modernization control

Planning is an integral part of the management activities of organizations. It is during the planning process that the quantitative objectives facing the company are formulated, the most effective ways to achieve them and the necessary resources are determined.

Planning is one of the management functions, which is the process of choosing the goals of the organization and ways to achieve them. Planning provides the basis for all management decisions; the functions of organization, motivation and control are focused on the development of strategic plans. The planning process provides the basis for managing the members of the organization.

The main functions of management are planning, organizing, motivating and controlling. These functions are implemented at all levels of management (top, middle and lower levels) and in all types of activities of the organization. The content of these functions and the complexity of management activities at each level of management are determined by a specific list of tasks, their specificity and scope.

The planning function is the first in the process of managing an organization (enterprise, corporation). It is carried out by the management corps to determine the goals of the organization, as well as the ways and means of achieving them. At its core, the planning function represents advance and detailed preparation for the future.

The planning function can be defined as the way in which management ensures a single, coordinated direction of the efforts of all employees towards achieving the overall goals of the organization (including the formulation of the goals themselves).

Planning involves the development of goals and a set of activities that determine the sequence of achieving specific performance results, taking into account the possibilities for the most effective use of resources by each production unit and the organization as a whole.

Performing the planning function includes forming a reasoned answer to three questions:

Where are we currently?

Where do we want to go?

How are we going to do this?

The essence of the answer to the first question is to determine the real capabilities of the organization in the field of its core activities based on an analysis of its strengths and weaknesses in important functional areas: marketing, finance, production, etc.

When formulating an answer to the second question, in addition to the analysis performed, other factors that determine the success of the organization are studied. Economic conditions, the level of technology, social and cultural changes, as well as the influence of environmental factors on the organization’s activities (customer demand, competition, general factors of the state of the economy, scientific and technological progress, political conditions and other environmental factors). The answer is expressed in the reasonable setting of realistic organizational goals and identification of threats that may interfere with their achievement.

The answer to the third question contains specific activities that must be carried out by departments and employees of the organization when solving assigned tasks in order to achieve the stated goals.

With this approach, the implementation of the planning function goes beyond the definition of plans for the activities of the organization (enterprise, corporation). Planning in this case is considered as a way by which management ensures a unified direction of the efforts of all members of the organization to achieve success through a detailed presentation of the desired result and the determination of measures to achieve it, taking into account the use of the capabilities of the enterprise and the external environment.

The planning process includes several successive stages (stages) of specific management actions, including.

Stage 1. Goal setting (formulation of goals). What exactly do you (or your company) want to achieve? This is the most difficult stage. It cannot be formalized. The personality of a manager is manifested precisely in the goals he sets.

Stage 2. Selection, analysis and evaluation of ways to achieve the goals. There are usually different ways to proceed. Which one seems to be the best? Which ones can be immediately discarded as inappropriate?

Stage 3. Drawing up a list of necessary actions. What exactly needs to be done to implement the option chosen at the previous stage to achieve the goals?

Stage 4. Drawing up a work program (action plan). In what order is it best to carry out the actions outlined in the previous step, given that many of them are interconnected?

Stage 5. Resource analysis. What material, financial, information, and human resources will be needed to implement the plan? How long will it take to complete it?

Stage 6. Analysis of the developed version of the plan. Does the developed plan solve the problems set at stage 1? Are the resource costs acceptable? Are there any considerations for improving the plan that emerged as you developed the plan as you moved from Stage 2 to Stage 5? It may be advisable to go back to step 2 or 3, or even step 1.

Stage 7. Preparation of a detailed action plan. It is necessary to detail the plan developed at the previous stages, select mutually agreed upon deadlines for completing individual works, and calculate the necessary resources. Who will be responsible for individual areas of work?

Stage 8. Monitoring the implementation of the plan, making necessary changes if necessary. We will discuss control as a management function in one of the further sections of this chapter.

When choosing a planning scheme, you should regulate the version of each of the six principles of this process.

Planning is not an independent goal, therefore the preferred option for the planning process in specific conditions is determined by the peculiarities of the functioning of managed production and the tasks that are set for production.

To ensure effective management of the activities of the enterprise, it must ensure completeness and maximum reliability of planning, clarity and unambiguity of plans, flexibility of planning, the ability to control completed plans, as well as continuity of planning.

Ensuring completeness and reliability of planning means that plans must reflect all activities of the organization and its units necessary to achieve success, defined as relevant specific goals and objectives. When planning, all factors and situations that may influence the development of the organization must be taken into account. In this case, it is necessary to use modern approaches, methods, tools and procedures that ensure increased reliability of forecasts and rational use of all resources involved.

Clarity and unambiguity of plans means that goals and objectives must be clearly stated and reproducible, so that all members of the organization can clearly understand them. They must be quantifiable and measurable.

Continuity of planning reflects the fact that planning is not a one-time act, but is a continuous process. This is expressed in the cyclical nature of planning, the implementation of which itself also represents a multi-stage process.

Planning flexibility means the ability to quickly adjust plans.

1.2 Types of planning

Planning can be divided into three types: short-term (operational), tactical (medium-term) and long-term (strategic).

Basic distinctive features The different levels of planning are shown in the table.

Comparative feature	Strategic planning	Tactical planning	Operational planning

Purpose	Long-term existence of the enterprise in the market and fulfillment of the main goal	Implementation of strategic plans (primarily in the areas of financing, investment, sales, personnel)	Ensuring relative reliability and relative structuring of the organization’s activities
	Higher levels of management	Higher and middle levels of management	Middle and lower levels of management
Planning horizon	Long-term (year or more)	Average (quarter, year)	Brief (month)
Breadth of planning areas	Global planning	Large block planning	Detailed planning
Planning range	Wide range of development and diversification options	Alternatives within the selected option	Limited number of options
Information sources	Changes in the external environment	Change internal conditions under the influence of external changes	Internal conditions (capacity, supply agreements, etc.)

In general, strategic, tactical and operational planning are interconnected and represent a system of intra-company planning that covers all areas and areas of activity of an economic entity.

Short-term planning can be for a year, six months, a month, and so on. The short-term plan for the year includes production volume, profit planning and more. Short-term planning closely links the plans of various partners and suppliers, and therefore these plans can either be coordinated, or certain aspects of the plan are common to the manufacturing company and its partners.

The short-term financial plan is of particular importance for the enterprise. It allows you to analyze and control liquidity taking into account all other plans, and the reserves contained in it provide information about the required liquid funds.

Short-term financial planning consists of the following plans:

1. The next financial plan

1.1. turnover income

1.2. current expenses (raw materials, wages)

1.3. gains or losses from current activities

2. Financial plan for the neutral area of activity of the enterprise

2.1. income (sale of old equipment)

2.2. expenses

2.3. gains or losses from neutral activities

3. Credit plan

4. Capital investment plan

5. Liquidity plan. It covers the gains or losses of previous plans:

5.1. sum of winnings and losses

5.2. available liquid funds

5.3. liquid reserve

In addition, the short-term plan includes:

turnover plan;

raw materials plan;

production plan;

labor plan;

plan for the movement of finished goods inventories;

profit realization plan;

credit plan;

capital investment plan and more.

Long-term planning, which includes medium- and short-term planning, is widely used in world practice.

A long-term plan usually covers three-year or five-year periods. It is rather descriptive in nature and determines the overall strategy of the company, since it is difficult to predict all possible calculations for such a long period. A long-term plan is developed by the company's management and contains the main strategic goals of the enterprise for the future.

Main objects long-term planning are:

organizational structure

production capacity

capital investments

financial needs

Research and development

The problem of choosing an organizational management structure occupies a special place. Management structure can vary significantly from company to company. There are mainly two structural systems management: centralized and decentralized. In a centralized management system, all service managers are brought together and report to the vice president of management. Such a system represents a fully integrated and functional organization. A decentralized management system allows managers of various divisions to carry out all functions related to their activities. At the same time, the manager of each division is responsible for the functioning of his section to the vice president in this area.

The organizational structure of the enterprise must ensure:

optimal profitability, that is, it should be as simple, clear and easily visible as possible;

cover the minimum possible number of intermediate links. The command and information system should not be cumbersome;

provide conditions for training managers for the future.

To ensure efficient production, it is necessary to properly plan production capacity. The essence of planning production capacity in the long term is to determine the optimal number of units of equipment required to produce the planned volume of products.

Expenditures of funds aimed, in particular, at the reproduction of capital. Investments are made through lending, direct expenditures of funds, and purchase of securities.

Capital investments usually include:

addition: new fixed assets that increase production capacity without replacing existing equipment;

renewal or replacement: equipment purchased to replace similar fixed assets of approximately the same capacity;

Improvement or Modernization: Capital expenditure that results in the actual replacement or modification of a fixed asset.

One of the most important parts financial resources is cash planning, that is, the process of assessing all sources of cash receipts and expenditures over a certain period of time. It is poor cash management that is main reason financial and economic difficulties: lack of cash is more likely to lead to bankruptcy than lack of profit. The main task here is to determine the minimum amount of working capital required to convert cash into inventory, then into accounts receivable, and finally back into cash.

Working capital is generally considered to be the excess of mobile funds (current assets) over liabilities.

The stabilizing factor should be special reserves and funds financed from both profits and costs. Experience shows that businesses must necessarily accumulate cash in order to have it for future needs - paying taxes, paying off debts, replacing equipment, paying pensions and benefits.

Research and development affects the profit of a company. Only enterprises with a large market share can invest in research and development and reap significant returns. Calculations show that if a company spends more than 3% of turnover on R&D, then it operates with a profitability level of about 26%. Research and development has a greater impact on profitability than increasing market share. Small businesses are not recommended to use expensive technologies, as this will lead to a drop in profits.

The above types of planning give the best effect if used correctly. Any company must use both long-term and short-term planning. For example, when planning the production of a product as one of the most important elements of a market strategy, it is advisable to use long-term and operational planning in combination, since planning the production of a product has its own specific features and is determined by the goal, the timing of its achievement, the type of product, and so on.

1.3 Goal selection is a primary planning task

One of the most important tasks in planning is to establish a goal to achieve which any enterprise is formed, operates and develops. In general, setting goals for an enterprise means:

development of common goals;

defining specific, detailed goals for a given, relatively short period of time (2, 5, 10 years);

determining ways and means to achieve the goal;

control over the achievement of set goals by comparing planned indicators with actual indicators.

The first and perhaps most significant decision in planning will be the choice of enterprise goals. Businesses that, due to their size, have a need for multi-level systems also need several broadly defined goals, as well as more specific goals related to the overall goals of the organization.

The main overall purpose of the enterprise, the clearly expressed reason for its existence, is designated as its mission. Goals are developed to achieve this mission.

The mission details the status of the enterprise and provides direction and guidance for defining goals and strategies at various organizational levels. The mission statement of the enterprise should contain the following:

The enterprise's mission in terms of its core services or products, its core markets and core technologies

The external environment in relation to the company, which determines the operating principles of the enterprise

Organizational culture.

Some leaders never bother choosing and articulating the mission of their organization. Often this mission seems obvious to them. If you ask a typical small business owner what their mission is, the answer will probably be, “Of course, to make a profit.” But if we think carefully about this issue, then the inadequacy of choosing profit as the overall mission becomes clear, although it is undoubtedly an essential goal.

Profit represents entirely internal problem enterprises. Since an organization is an open system, it can ultimately survive only if it satisfies some need outside itself. To earn the profits it needs to survive, a firm must monitor the environment in which it operates. Therefore, it is in environment management seeks a common goal for the organization. The need for mission selection was recognized by prominent leaders long before the development of systems theory. Henry Ford, a leader who understood the importance of profit, defined Ford's mission as providing people with low-cost transportation.

Choosing an organization's mission as narrow as profit limits management's ability to explore acceptable alternatives when making a decision. As a result, key factors may not be considered and subsequent decisions may lead to low levels of organizational performance.

In general, the company's goals can be the following:

1. General (global) goals developed for the company as a whole must reflect the concept of the company; must be designed for the long term; determine the main directions of the company’s development programs; must be clearly articulated and linked to resources; should be ranked according to priority.

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

3. Other specific goals (subgoals):

3.1. on marketing (sales level, diversification, distribution system, sales volume);

3.2. scientific research and development (new products, product quality, technological level);

3.3. production (costs, quality, saving material resources, new and improved products);

3.4. finance (structure and sources of financing, methods of profit distribution, tax minimization);

The goals should be:

specific and measurable;

time-oriented (long-term, medium-term, short-term);

achievable;

mutually supporting (consistent).

The objectives of choosing a goal are determined by each company independently, depending on the activities in which it is engaged. In general, the goals of any company boil down to the following:

Increasing controlled market share.

Anticipating consumer requirements.

Production of higher quality products.

Ensuring agreed delivery times.

Setting the price level taking into account competitive conditions.

Maintaining the company's reputation among consumers.

1.4 Management of the implementation of the plan and control over its implementation

Planning becomes meaningful only when plans are implemented. Reasonable goals are a critical component of effective planning, but they do not provide fully adequate guidance for decision making and behavior. Employees responsible for achieving goals, even with the best intentions, can easily choose courses of action or behave in ways that do not actually achieve the goals. To avoid such confusion and misinterpretation, management must develop additional plans and specific instructions to achieve goals and establish a process for implementing the strategic plan.

The main purpose of these directives is to orient future decisions and behavior towards the implementation of alternatives that will, in the opinion of management, be favorable to achieving the overall goal. The main idea is to link actions more closely, rather than to apply some kind of intellectual straitjacket. The main components of formal planning will be tactics, policies, procedures and rules.

Just as management develops short-term goals that are consistent with and facilitates achievement of long-term goals, it must also often develop short-term plans that are consistent with its overall long-term plans. Such short-term strategies are called tactics.

After drawing up long-term and tactical plans, management must begin to develop additional guidelines to avoid confusion and misinterpretation of these plans. This step in the implementation process is policy development.

A policy is a general guide for action and decision-making that facilitates the achievement of goals. Policies are usually formulated by senior managers over a long period of time. Policy directs action to achieve a goal or accomplish a task. It explains how goals are to be achieved by setting milestones to be followed. It is designed to maintain consistency in goals and to avoid making short-sighted decisions based on the demands of the moment.

For guidance management actions Policies alone are often not enough. In this case, management develops procedures. Organizations, like people, can benefit from using past experiences to inform future decisions. Reminding yourself of what happened in the past can help prevent a mistake. Equally important is that there is no need to repeat the analysis that resulted in a satisfactory solution; this saves time and prevents errors. Thus, when a decision situation tends to repeat itself frequently, management often considers it appropriate to re-apply the time-tested course of action and develops standardized instructions. Expressed formally, these instructions are called a “procedure.”

The procedure describes the actions to be taken in specific situation. Essentially, the procedure is a programmed solution that eliminates the need to “reinvent the wheel.” Procedures usually describe the sequence of actions to be taken in a particular situation. In general, an individual acting according to a procedure has little freedom of action and few alternatives.

When the successful implementation of plans depends on the accurate execution of a task, management may find it necessary to completely eliminate all freedom of choice. A rule specifies exactly what must be done in a specific single situation. Rules differ from procedures in that they are designed for a specific and limited issue. The procedures are designed for situations in which a sequence of several interconnected actions takes place.

For plans to be implemented, someone obviously must actually carry out each of the tasks arising from the organization's goals. To do this, management must find effective method combinations of key variables that characterize tasks and people. Setting goals and supporting them with policies, strategies, procedures and rules helps achieve this goal. Motivation and control also play a significant role in ensuring task performance. However, organization as a process is the function that is most obviously and directly associated with the systematic coordination of many tasks and, accordingly, the formal relationships of the people performing them.

Monitoring the results of the plan includes comparing planned indicators with actual achievements over a certain period of time. To do this, you can use budgets, time schedules, sales data and cost analysis.

One of the main objectives of planning is to possibly allocate resources more efficiently. Plans help allocate activities related to the use of resources into areas that management believes will contribute to the achievement of goals. However, plans often leave unresolved fundamental questions - what resources are available and how exactly they should be used to achieve goals. Planning also does not answer the main question - what goals are reasonably achievable with the given available resources. To decide what resources are available, managers use budgets, a planning tool that does not fit into the “goals-strategies-rules” sequence, but is closely related to it.

A budget is a method of allocating quantified resources to achieve a quantified goal.

Budgets are by far the most widely used component of formal planning. Although many organizations never on a formal basis, i.e. in writing, do not formulate goals and strategies, most of them draw up budgets in the form of separate documents.

The first step in budgeting, as indicated in the definition, is to quantify the resources and stated goals. As difficult as it may be, assigning a numerical value to all resources and objectives is a valuable, usually very significant, aspect of planning in organizations. Quantitative indicators allow the manager to see, compare and combine various elements that are used in the organization.

If actual performance lags behind plans, then appropriate measures must be taken after the areas where problems arise are identified.

In some cases, plans must be revised due to the impact of uncontrollable variables on sales and costs. Some forward-thinking companies are developing plans that outline in advance what needs to be done in the event of unfavorable circumstances.

For the successful implementation of their plans, large organizations have independent business units (SEU) in their structure.

SHP are independent departments or divisions responsible for an assortment group, or any product departments within an organization with a concentration on a specific market and with a manager vested with full responsibility for combining all functions into a strategy. SHP are the main elements of building a strategic marketing plan. Each of them has the following general characteristics:

specific orientation;

precise target market;

one of the company's marketing managers at the head;

control over your resources;

own strategy;

clearly identified competitors;

clear differentiating advantage.

Such a division of the company ensures the independence of the departments related to the production of various types products, which creates ample room for maneuver in case of changes in demand for certain types of products.

2 . ControlState Unitary Enterprise RMESanAthorium "Sosnovy Bor" and rezeditches to increase its efficiency

2.1 General characteristicsState Unitary Enterprise RMESanAthorium "Sosnovy Bor"and basic techno-econohmic indicators of its operation

State Unitary Enterprise of the Republic of Mari El "Sanatorium "Sosnovy Bor" was registered by the State Registration Chamber under the Ministry of Justice of the Republic of Mari El on August 26, 1998, registration number 1811 and is the legal successor of the Sanatorium - Preventorium "Sosnovy Bor", Yoshkar-Ola, village. Crucian carp.

State Unitary Enterprise RME “Sanatorium “Sosnovy Bor” is located in a picturesque pine forest on the shore of Lake “Karas”, 28 km from the capital of the Republic of Mari El, the city of Yoshkar-Ola. The health resort, designed for 230 places, has everything the necessary conditions for complete treatment and relaxation. The 3-storey building consists of 2 interconnected bedrooms, a mud bath, a dining room and a concert hall. Vacationers are accommodated in single or double rooms; there are rooms of the Junior Suite, Suite and Super Suite types.

The sanatorium was built in 1975, last time reconstructed in 1999. Equipped with the following engineering equipment: water supply, heating, sewerage, heat water supply.

At guests' disposal: a sauna with a swimming pool, a Russian bath, a cinema hall, a banquet hall, billiards, table tennis, an outdoor tennis court, basketball and volleyball courts, a chess and checkers pavilion, outdoor and indoor dance floors, a children's playground with fairy-tale characters, a rental point for cultural, sports and tourist items, a varied cultural and entertainment program (dance evenings, discos, excursions, visits to concerts, theaters, museums, boating and catamaran riding), a summer pavilion, a hairdresser, a library, a bar-cafeteria , pay phone, valuables storage area, guarded parking lot. There is a beach on the shore of Lake Karas.

State Unitary Enterprise RME "Sanatorium "Sosnovy Bor" is profiled for diseases of the respiratory system, musculoskeletal system and connective tissue, nervous system and digestive organs. The available equipment and apparatus, as well as the arsenal of applied therapeutic and recreational measures, also make it possible to treat patients with circulatory diseases and diseases of the female genital organs with high effect.

A relatively new (functioning since April 4, 1990) two-story treatment center with a typical mud bath with 9 baths and 8 couches is connected to the dormitory building by warm passages, which allows patients to avoid exposure to cold factors (especially after taking heat-moisture procedures). The center's capacity is high (up to 300 people per shift).

Over 70 techniques are used in treatment. Nurses are on duty around the clock. This corner of nature is especially rich in healing factors. The sun, air and water are skillfully used. There is an aerosolarium on the 3rd floor, a well-maintained beach, and a path on moderately rough terrain. Sun and air baths, walks, walking tours to nature, a ginseng plantation, lake bathing, boating and catamaran riding, fishing, games, etc. are organized.

The main landscapes of the Sosnovy Bor sanatorium are dune-hilly and gently undulating plains. The aroma-filled air of the pine forest is rich in oxygen, ozone, and phytoncides. The ensemble of natural attractions is completed by Lake Karas, of interdune-karst origin with its crystal clear water. On the territory of the sanatorium, hydrogen sulfide silt mud, high concentration sea brine and mineral water low mineralization. All this creates exclusively favorable conditions for treatment and relaxation in the health resort at any time of the year.

Consumers of the sanatorium services are divided into those who purchased vouchers on a commercial and budgetary basis. The cost of similar services reimbursed from the budget and extra-budgetary funds is lower than their market price paid by commercial clients.

To perform the functions of managing the sanatorium, a management system is created - a management apparatus. Organizational management structures are focused on performing such tasks as creating conditions for the health of patients and good rest for holidaymakers.

Characterizing the suppliers of the State Unitary Enterprise RME “Sanatorium “Sosnovy Bor”, we note that the main suppliers are both monopolists, for example OJSC Marienergo, OJSC Volgotelecom, and other organizations.

Table 1. Main indicators of financial and economic activity.

The name of indicators	Calculation form	Value of indicators by year

1. Revenue from the sale of goods, products, works, services, thousand rubles.	Form No. 2 line 010
2. Cost of products sold	Form No. 5 line 760
including:
material costs	Form No. 5 line 710
labor costs	Form No. 5 line 720
royalties from wages	Form No. 5 line 730
depreciation	Form No. 5 line 740
other expenses	Form No. 5 line 750
3. profit from sold products (works, services)	Form No. 2 line 050
4. Average number of employees
5. Average wages of employees of the entire enterprise	Form No. 5 line 720 ZPsr.= Chsr.
6. Accounts receivable	Form No. 1 line 230+240
7. Accounts payable	Form No. 5 line 640+650

Key indicators of financial and economic activity show that the total profit was positively affected by an increase in sales revenue and other income by 16,492 thousand rubles. At the same time, the cost increase increased by 16,564 thousand rubles. During the analyzed period, there was an increase in the average number of employees from 116 people. up to 141.

2.2 Modernization (rationalization) of the current organizational management structure inState Unitary Enterprise RMESanAthorium "Sosnovy Bor"

For plans to be implemented, management must find an effective way to combine plans, i.e. with optimal results.

Organization as a process is a function of coordinating many tasks; in order for this process to be successful, a well-constructed organizational structure that corresponds to the goals and objectives is necessary.

The director is subordinate to the deputy director for economic affairs. The deputy director for economic affairs also deals with the security service of the sanatorium, monitoring the work of: the economist, the manager, the manager of the warehouse of household goods, the administrator - which is not very good, since the deputy is overloaded with work, in order to eliminate this, it would be better to transfer the security service to the general director.

The administrator monitors the work of the sister-hostess, maids, and service personnel.

The deputy chief physician for medical affairs reports to the heads of the cardiology and neurology departments. There are functional connections among these departments (information is exchanged between department employees, documentary reports are compiled and communicated to department specialists). Also, the deputy chief physician for medical treatment is subordinate to the senior nurse at the sanatorium, who supervises the work medical personnel and nurses.

Analyzing the functions of the employees of the State Unitary Enterprise RME of the Sosnovy Bor Sanatorium, we can conclude that the functional division of labor corresponds to the job responsibilities of these performers.

Personnel management issues are dealt with by the HR department, headed by the head of the HR department, but it does not appear to be a separate department in this organizational structure. Features like vocational training, professional and qualification promotion, studying the causes of staff turnover, analysis of the professional, age, educational composition of personnel, etc. are not sold at the enterprise, which undoubtedly affects the economic efficiency of its work.

The accounting department, headed by the chief accountant, deals with financial issues of the enterprise, including the preparation of current financial plans.

Thus, the organizational structure of the State Unitary Enterprise RME Sanatorium “Sosnovy Bor”, in principle, corresponds to its goals and objectives, which indicates the effectiveness of the management of the sanatorium in terms of organization, but, like any other linear-functional system, it has a number of disadvantages:

§ Inflexible structure of the organization;

§ Clearly defined tasks for all structural units;

§ Power comes from hierarchical levels in an organization;

§ Hierarchical control system;

§ Team type of communication, going from top to bottom;

§ The content of communications are orders, instructions and decisions made by the organization’s management.

It should be noted that the performance of some functions, for example, in the field of personnel management, leaves much to be desired.

Next, a new organizational structure for the management of the State Unitary Enterprise RME of the Sosnovy Bor Sanatorium was developed.

Structure of specialists of the management staff of the State Unitary Enterprise RME Sanatorium “Sosnovy Bor” by level of education.

2.3 Page analysisstructures of management relations

To study the management structure, a rapid survey was conducted.

Subordinate management specialists were asked 6 questions, the answers to which were assessed on a ten-point scale:

1) How strictly are the employees of your organization (division) subordinate to the will of the leader?

2) How strictly are your employees subordinated to the production process and evaluated only in terms of their performance of their job functions?

3) How strictly do your employees obey the organizational order, even if this does not produce positive results?

4) Does your manager always take into account the opinion of the team (employees) when solving production problems?

5) Does your manager always treat subordinates humanely, respecting their human dignity?

6) How widely does your manager represent freedom of creativity to subordinate employees when organizing the implementation of innovations?

2.4 Defining the mission and goals of the enterprise

Mission- this is a global, common goal, the development of which means determining the direction of the enterprise.

The mission of the organization gives the subjects of the external environment a general idea of what the organization is, what it strives for, what means it uses in its activities, what its philosophy is. At the same time, it contributes to the formation of the organization's image.

A well-formulated mission should clarify, firstly, what the enterprise is and what it strives to be, and secondly, show the difference between the enterprise and others similar to it.

State Unitary Enterprise RME Sanatorium "Sosnovy Bor" is an organization whose primary goal is to create all the necessary conditions for proper treatment and relaxation, so that each client feels unique and irreplaceable for each employee.

2.5 Assessing staff performance

To evaluate the activities of the management staff at the State Unitary Enterprise RME Sanatorium "Sosnovy Bor" and find out whether it is effective, an evaluation form was proposed for staff:

Staff Evaluation Form

Criteria for evaluation	Points from 1 to 10	Criterion significance coefficient	Resulting score
1. quality of work (ability to compete with others, organization, perseverance, ability to plan)
2. labor productivity (timeliness of work completion, achievement of work goals)
3. personal qualities (ability to cooperate with others, sensitivity, ability to rationally organize the work performed)
4. creative abilities (ability to introduce technical and technological improvements, perception of new ideas)
		Total score

Thus, the assessment form of labor efficiency shows that the employees of this enterprise perform their work in a timely manner and achieve the goals of their work, and also skillfully collaborate with others, are receptive and capable of rationally organizing the work performed, but are not willingly capable of introducing technical improvements or accepting new ones. ideas and competition with other enterprises.

Next, calculations were made using the following indicators:

Assessment of the effectiveness of the management apparatus in the State Unitary Enterprise RME “Sanatorium “Sosnovy Bor”

Indicator name	Calculation form	Value of indicators by year

1. Balance ratio(Kb)	Kb = Pb / Chow	KB = 426/8 = 53.25	KB = 703/8 =87.8
2. Net profit ratio (NPR)	Kchp = Pchp / Chau		Kchp=183/8=22.8
3. Profitability ratio (Kr)	Kr=Pb/FOsg OSsg+Fzp
4. Saturation coefficient (Kfo)	Kfo=Chau/FOsg	Kfo=8/33833=	Kfo=8/32547=
5. Headcount ratio(Kh)	Kch=Chau/Chppp

Thus, the calculations made and the graph clearly reflect changes in the enterprise’s performance indicators, namely: The balance sheet ratio increased in 2008 by 34.55%, and the net profit ratio increased by 6.8%, but the profitability ratio, saturation ratio and headcount ratio remained almost at the same level that he wants better.

Conclusion

The following functions were highlighted in the work done:

Planning, which provides a specific formulation of the organization’s goals, means of achieving them, deadlines and stages of implementation. It promotes a clear vision of the enterprise strategy and emerging problems, which makes it possible to timely adjust goals and objectives.

At the enterprise under consideration, the main indicators of financial and economic activity show that the total amount of profit was positively affected by an increase in sales revenue and other income by 16,492 thousand rubles. At the same time, the cost increase increased by 16,564 thousand rubles. During the analyzed period, there was an increase in the average number of employees from 116 people. up to 141.

Organization is an equally important management function, which contributes to the smooth functioning of the enterprise. A properly selected organizational structure can save time and cash organization, contributes to the rational conduct of business activities.

As for the function of the organization, the organizational structure of the State Unitary Enterprise RME “Sanatorium “Sosnovy Bor” quite accurately corresponds to its goals and objectives, but at the same time, being linear-functional, it has all the disadvantages of this type of bureaucratic structure.

I would also like to note the shortcomings of the organization in terms of the lack of a personnel department, the functions of which are partially assigned to all management employees, and to a greater extent to the deputy director for economic affairs, who already has a fairly wide range of job responsibilities.

From the analysis of the standard control of senior managers, it was concluded that at this enterprise the ratio of higher and secondary specialized education is within 1:3, which corresponds to the standards. There are a small number of practitioners in the management apparatus in specialist positions.

An analysis of the structure of managerial relations showed that an autocratic leadership style predominates at this enterprise, but with this style, the manager is committed to the formal nature of relationships with subordinates.

In order to evaluate the activities of the management apparatus in the State Unitary Enterprise RME Sanatorium "Sosnovy Bor", an assessment form was proposed for staff, which showed that the employees of this enterprise perform their work in a timely manner and achieve the goals of their work, and also skillfully collaborate with others, are receptive and capable of rational organization of the work performed, but are not willing to introduce technical improvements, accept new ideas and compete with other enterprises.

Bibliography

1. Vesnin V.R. Management: textbook - 2nd ed., rev. and additional - M.: TK Welby, Prospekt Publishing House, 2004.

2. Lafta J.K. Management: academic Benefit. - 2nd ed. - M: TK Velby, 2004.

3. Management: Textbook / ed. F.M. Rusinova - M: 1999.

4. Management: textbook for universities / ed. Yu.V. Kuznetsova - St. Petersburg: Publishing house "Business Press", 2001.

5. Management. Tutorial. / Edited by V.V. Tomilova - M.: Yurayt, 2003.

6. Management: uch. allowance / under. ed. V.V. Lukashevich, N.I. Astakhova - M: Unity-Dana, 2007.

7. Management: textbook / count. authors; under. ed. M.P. Razu - M: KNORUS, 2008.

8. Shemetov P.V. Management: management of organizational systems: study. village / P.V. Shemetov, L.E. Cherednikova, S.V. Petukhova - Moscow: Omega-L Publishing House, 2007.

9. Savitskaya G.V.” Analysis of the economic activity of the enterprise", Minsk, 2002.

10. Bakshtansky V.L., O.I. Zhdanov “10,000 days of management in life” “PERSE”, Moscow 2001.

11. Glukhov V.V. “Management”, “Spetslit” St. Petersburg, 2000

12. Kotler F. “Marketing. Management" "Peter", St. Petersburg 2001.

13. Meskon M., Albert M., Khedouri F. Fundamentals of management: Translated from English. - M., 2002.

14. I.N. Gerchikova. Management: Textbook. - 2nd ed., revised. and additional - M.: UNITY, 2001.

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Long-term, current and operational planning

Based on the timing, the following types of planning are distinguished: long-term, current and operational production.

Forward planning is based on forecasting, otherwise it is called strategic planning. With its help, the future need for new types of products, the product and sales strategy of the enterprise in various markets, etc. are predicted. Long-term planning is traditionally divided into long-term (10-15 years) and medium-term (5 years), or five-year planning.

Rice. 6. Relationship between medium-term and current planning

Long term plan, for 10-15 years, has a problem-target nature. It formulates the economic strategy of the enterprise for a long period, taking into account the expansion of the boundaries of existing sales markets and the development of new ones. The number of indicators in the plan is limited. The goals and objectives of the long-term long-term plan are specified in medium term(five-year) plan. The objects of medium-term planning are organizational structure, production capacity, capital investments, financial requirements, research and development, market share, etc.

Currently, the deadlines for the implementation (development) of plans are not mandatory and a number of enterprises are developing long-term plans for a period of 5 years, medium-term for 2-3 years.

Current (annual) planning is developed in the context of a five-year plan and clarifies its indicators. The structure and indicators of annual planning vary depending on the object and are divided into factory, workshop, brigade.

The relationship between medium-term and current planning is presented in Fig. 6.

Operational and production planning clarifies the tasks of the current annual plan for shorter periods of time (month, decade, shift, hour) and for individual production units: workshop-site-crew-workplace. Such a plan serves as a means of ensuring rhythmic output and uniform operation of the enterprise and brings the planned task to the direct executors - the workers. Operational and production planning is divided into intershop, intrashop And dispatching. The final stage of factory operational production planning is shift-daily planning.

In general, long-term, current and operational production planning are interconnected and form a single system.

1. Planning - a management function with the help of which the goals of the organization, the necessary means, and the most effective methods for achieving these goals are determined. The initial element of planning is the preparation of forecasts showing the possible directions of future development of the object, considered in close interaction with its environment.

An organization usually forms a single plan to manage its activities, but within its framework, different methods are used to achieve specific goals. Figuratively speaking, a map is drawn up of the path along which the organization should move towards its goal in a specific period of time.

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

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

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

At the lower level of the organizational hierarchy it is carried out ope rational planning. Operational - current production, financial and execution planning for short periods of time, focused on supplementing, detailing, and making adjustments to previously planned plans and work schedules.

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

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

Composition and structure of a business plan

Business planning andbusiness plan

General characteristics and structurebusiness plan

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

Business plan - This is a permanent document to which changes and additions are made related to changes both within the organization and And in external environment. A plan like stratum gical document solves the following problems: substantiates the economic feasibility of the organization’s development directions; provides a calculation of the expected financial results of activities (sales volume, profit, etc.); determines sources of financing for the implementation of the chosen strategy; outlines the composition of workers who are able to implement the planned activities.

The strategic business plan is an internal document. For investors, lenders and potential partners who can invest their own capital or technology, a business plan is drawn up in a concise form (summary), but so that they see the reality and profitability of implementing this project. It is this document as a special management tool that is widely used in a modern market economy For innovation activity, and is called a business plan.

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

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

The volume of a business plan is 20-25 pages of typewritten text to obtain small investments and 50-80 pages to attract large investment capital

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COURSE WORK

"Planning the organization's management system"

Introduction

Planning in an organization is one of the management functions, which is the process of choosing the goals of the organization and ways to achieve them. Planning is inherent in all enterprises, regardless of their form of ownership. The planning mechanism includes: principles, determination of priority goals, ensuring the relationship between indicators, taking into account factors and market development conditions, monitoring the implementation of plans. The planning process is based on the knowledge and use of objective economic laws, the laws of commodity production (the law of value), and the laws of market economics.

The planning process in an organization begins with a clear understanding of what needs to be done to achieve it. effective development and functioning. The success of any plan depends on:

The quality of goals in the main key issues of the organization's development based on a review of the past, present and future of its development and the success of its response to changes in the environment;

The quality of the preliminary analysis of the activities of the organization itself and its pricing policy, market, competitors, product distribution, etc.;

Correct assessment of the organization's competitiveness;

Selection and implementation of a development strategy that will increase the competitiveness of the organization.

Planning the activities of an organization involves the development of a set of measures that determine the sequence of achieving specific goals, taking into account the possibilities for the most effective use of the resources of each department and the entire organization as a whole.

The relevance of this work is determined by the fact that modern enterprises developing in unstable environmental conditions are necessary preliminary analysis activities of the organization itself and the ability to anticipate changes in the external environment, since this is an indispensable condition for the further development of a sequence of actions for setting goals and their implementation.

Object of study: planning system in the organization.

Subject of research: gas railway process

Purpose of the work: to conduct a comprehensive analysis of the planning process of the organization’s activities and develop recommendations for improving the planning system using the example of Civil Railways

Job objectives:

consider the essence, goals, classification, basic principles, stages, planning methods;

highlight the types of plan;

analyze the civil railway planning system, including analyzing internal and external environmental factors, conducting a SWOT analysis;

develop a set of measures to improve the planning system in Civil Railways

The theoretical and methodological basis for writing this work were: instructional and methodological materials, general economic, periodical and special literature, internal and external reporting, etc.

Research methods: analysis method, SWOT analysis method, factor analysis.

1. Theoretical aspects of planning in an organization's management system

1.1 Nature and objectives of planning

Planning is one of the management functions, which is the process of choosing the goals of the organization and ways to achieve them. It is through planning that the leadership of an organization seeks to establish guidelines for efforts and decision-making that will ensure unity of purpose 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.

Planning is the process of forming goals, determining priorities, means and methods for achieving them.

In essence and content, the planning function should answer the following three questions:

1. What is the current state of the organization?

2. In what direction does the organization want to move?

3. How is the organization going to do this?

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

Planning is aimed at optimal use of the enterprise's capabilities and the prevention of erroneous actions that could lead to a decrease in the efficiency of the enterprise and loss of customers.

The main goal of planning is the integration of all members of the organization to solve a set of tasks and perform work that ensures the effective achievement of final results.

The essence of planning is manifested in specifying the development goals of the entire organization and each of its divisions separately for a specified period of time, determining the financial resources necessary to solve the assigned tasks.

Thus, the purpose of planning is to strive to take into account in advance, if possible, all internal and external factors that provide favorable conditions for normal functioning and development of the entire organization as a whole.

1.2 Planning classification

Planning can be classified in various areas:

1. By the degree of coverage of areas of activity:

general planning, i.e. planning all areas of the enterprise;

private planning, i.e. planning of certain areas of activity.

strategic - searching for new opportunities, creating certain prerequisites;

operational - realizing opportunities and monitoring the current progress of production.

current - planning, which links all areas of the enterprise’s activities and the work of all its structural divisions for the coming financial year.

By objects of operation:

production planning;

sales planning;

financial planning;

personnel planning.

4. By periods (covering a period of time):

short-term, covering a period of time from a month to 1 year of operation of the enterprise;

medium-term, covering a period of time from 1 year to 5 years

long-term planning, covering a period of time of more than 5 years.

5. If changes are possible:

rigid - does not involve making changes;

flexible - with such planning, changes are possible.

Several criteria are used to assess the effectiveness of planning:

completeness of planning, i.e. the degree of planning coverage of all divisions of enterprises;

continuity of planning;

planning flexibility, i.e. the ability to quickly adjust plans;

the ability to monitor the implementation of the plan;

cost-effectiveness of planning;

planning accuracy.

The entire planning process in an economic organization can be divided into three main stages: the strategic planning process, the operational planning process and the current planning process.

Strategic planning aims to provide a comprehensive scientific substantiation of the problems that an enterprise may encounter 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; determining the volume and structure of the 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 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. 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.

1.3 Basic planning principles and planning stages

An enterprise can choose its own planning principles. The basic principles of planning include the following:

Flexibility (adaptability) is a reaction to the variability of conditions, which manifests itself in giving plans the ability to change their direction in order to counter a possible or actual decrease in the efficiency of the functioning of an economic entity - this means that the enterprise must have a certain margin of safety, some reserve (monetary, production capacity, area).

Continuity implies that planning should be carried out continuously within a set cycle; Such planning allows you to involve enterprise employees in the process of developing the plan.

Holism - combines two directions: coordination and integration. The principle of coordination establishes that the activities of any part of the organization cannot be planned effectively if it is done independently of other units at a given level. The principle of integration assumes that in an organization there are various relatively separate divisions with their own private plans, but each of the subsystems must act on the basis of general development strategies of the enterprise and its plan must be part of the plan of a higher-level division. Therefore, according to the principle of holism, the more elements and levels in the system, the more profitable it is to plan simultaneously and in interdependence.

Optimality is the choice from alternative development options that will ensure maximum efficiency functioning of the enterprise.

Complexity is the interconnection and interdependence of all elements of the planning system.

Goal orientation - developing plans to achieve intended goals.

Accuracy implies that plans must be specified and detailed to the extent necessary for the successful implementation of the plan and to the extent internal capabilities allow.

Planning activities can be divided into several main stages:

1. The process of drawing up plans, or the direct planning process, that is, making decisions about the future goals of the organization and how to achieve them. The result of the planning process is a system of plans.

2. Activities to implement planned decisions. The results of this activity are the real performance indicators of the organization.

3. Monitoring the results. At this stage a comparison takes place real results with planned indicators, as well as creating prerequisites for adjusting the organization’s actions in the right direction.

Thus, the planning process is the first stage general activities companies. The planning process consists of a number of stages, following each other:

The company conducts research into the external and internal environment of the organization. Determines the main components of the organizational environment, identifies those that really matter to the organization, collects and tracks information about these components, makes forecasts of the future state of the environment, and assesses the real position of the company.

The company sets the desired directions and guidelines for its activities: vision, mission, set of goals. Sometimes the goal setting stage precedes the environmental analysis.

Strategic analysis. The company compares goals (desired indicators) and the results of studies of external and internal environmental factors (limiting the achievement of desired indicators) and determines the gap between them. With the help of strategic analysis methods, various options strategies.

One of the alternative strategies is selected and developed.

The final strategic plan activities of the company.

Medium-term planning. Medium-term plans and programs are being prepared.

Based on the strategic plan and the results of mid-term planning, the firm develops annual operational plans and projects.

The process of executing the plan.

Monitoring the implementation of the plan.

In general, the planning process is a closed cycle with direct (from developing a strategy to defining operational plans to implementation and control) and reverse (from taking into account the results of implementation to reformulating the plan) connection.

Choosing the mission and goals of the organization is the first and most responsible decision when planning. Formulating a company's mission is the most important decision for its founders and senior managers. Mission is the core of the company, the most stable part of its organism, this is the purpose for which the organization exists and which must be fulfilled as planned.

In the case of a broad understanding, the mission is viewed as a statement of the philosophy and meaning of the organization. The philosophy of an organization defines the values, beliefs and principles according to which the organization intends to carry out its activities.

In the event that there is a narrow understanding of the mission, it is viewed as a formulated statement regarding why or for what reason the organization exists, that is The mission is understood as a statement that reveals the meaning of the existence of an organization, in which the difference between this organization and similar ones is revealed.

description of products and (or) services offered by the organization;

market characteristics - the organization determines its main consumers, clients, users;

goals of the organization, expressed in terms of survival, increase in profitability;

technology: characteristics of equipment, technological processes, innovations in the field of technology;

philosophy: here the basic views and values of the organization should be expressed, which serve as the basis for creating a motivation system;

internal concept within which an organization describes its own impression of itself, indicating sources of strength, main weaknesses, degree of competitiveness, survival factor nia;

external image of the company, its image.

An organization must look for its mission in the external environment, since only constant maintenance of social significance ensures its survival and sustainable functioning in the future m.

The mission of the organization is the most important component of the development planning of any company. It defines the main purpose of the company. A company usually begins its activities with a clear mission established by senior management.

The company's mission statement should reflect the company's vision and direction for the next ten to twenty years. Companies should not revise their mission every few years in response to the slightest changes in the market environment. However, a company should redefine its mission if it does not inspire consumer trust or conflicts the optimal way company development. The mission statement of the enterprise should contain the following:

1. The mission of the enterprise in terms of its main services or products, main markets and main technologies;

2. The external environment in relation to the company, which determines the operating principles of the enterprise;

3. Organizational culture.

A mission statement is a statement of the company's main goal: what it wants to achieve in the broadest sense.

The formation of company goals comes from an assessment of the company's potential capabilities and its provision with appropriate resources. In management theory, the goals of an organization are divided into general goals, developed for the company as a whole, and specific goals, developed for the main activities of the company’s divisions based on overall strategy.

1. General (global) goals must reflect the concept of the company; must be designed for the long term; determine the main directions of the company’s development programs; must be clearly articulated and linked to resources; should be ranked according to priority.

2. Specific goals are expressed in quantitative and qualitative indicators (profitability, rate of return).

3. Other specific goals (subgoals):

on marketing (sales level, diversification, distribution system, sales volume);

scientific research and development (new products, product quality, technological level);

production (costs, quality, saving material resources, new and improved products);

finance (structure and sources of financing, methods of profit distribution, tax minimization);

The goals should be:

1. specific and measurable;

2. time-oriented (long-term, medium-term, short-term);

3. achievable;

4. compatible.

The objectives of choosing a goal are determined by each company independently, depending on the activity in which it is engaged. In general, the goals of any company boil down to the following:

1. Increasing the controlled market share;

2. Anticipation of consumer requirements;

3. Production of higher quality products;

4. Ensuring agreed delivery times;

5. Setting the price level taking into account competition conditions;

6. Maintaining the company's reputation among consumers;

In conclusion, it should be noted that for a company to achieve its goals, it is necessary to have strong connections within the organization that would determine the overall strategy, structure and style of management.

1.5 Concept and types of plan

The result of the planning process is a system of plans. The plan includes key performance indicators that must be achieved by the end of the planning period. Essentially, a plan is a set of instructions for managers, describing what role each part of the organization should play in the process of achieving the firm's goals.

The planning process is complex and varied. This determines the complex nature of the plan system, which can be divided into the following elements:

1. Strategic plan, otherwise called the company's master plan (often drawn up 5 years in advance) and company-wide plans drawn up as a continuation of the strategic plan.

2. Strategic plans for individual business units that make up the firm.

3. Organizational operational plans:

company-wide plans for current activities, the so-called “economic plans” or “profit plans”, are calculated for one year. With the help of operating plans, goods and services are produced and delivered to the market;

current plans of divisions, including budgetary ones, complement company-wide plans for current activities.

In addition to plans, the results of the planning process are programs (or plans-programs) and projects.

The strategic plan includes a vision and mission, overall goals that determine the organization's place in the future, and selected action strategies. An integral part The strategic plan is the policy of the organization. The strategic plan includes the organization's global programs. The strategic plan guides decision making at lower levels; The overall goals of the organization, defined in the strategic plan, are specified in the goals of current activities, called objectives.

In addition, the strategic plan is a limiter for plans at lower levels, since it limits the number of resources needed to solve operational planning problems.

The action plans of any organization can be characterized as either offensive or defensive. Offensive plans involve the development of the organization: the production of new goods and services, entering new markets, gaining competitive advantage. Offensive plans are usually created by large firms with high economic potential.

Medium and small firms in many cases are content with defensive plans aimed at maintaining their position in the market and preventing the company from going bankrupt.

The organization's development plan, being an expression of offensive plans, includes a set of measures necessary to create new areas of the company's activity. The development plan should determine ways to enter new positions.

The development plan for an individual business unit is formalized in the form of a business plan. A variant of defensive plans is the liquidation plan. The liquidation plan includes recommendations for getting rid of unnecessary elements of the organization, that is, those elements that create obstacles to its development. These may be specific types of unprofitable or low-profitable goods and services, inefficiently operating property, or individual organizational units.

Characteristic of economic organization is the development of programs and projects. Programs usually determine the development of one of the important aspects of the life of an economic organization. This could include technology improvement programs, quality control programs, inventory flow accounting programs, and others.

Projects differ from programs in that, focusing on a certain aspect of the life and development of an organization, they have a set cost, a schedule of implementation, include technical and financial parameters, that is, they differ high level specific elaboration. Typically, projects are associated with the creation and promotion of new products and services of the company to the market. The capabilities of projects should not be exaggerated when determining exact dates execution and specific characteristics new product. A business plan is usually drawn up in the form of a project.

In addition to these types of planning documents, the organization must draw up auxiliary plans that are needed for better organization of planning in enterprises: planning organization plan, contingency plans, feedback programs, plan evaluation programs.

1.6 Planning methods

Planning methods are ways of transforming economic information in order to determine the pace and optimal proportions of development of a planned object, as well as ways to use resources most efficiently. Planning methods involve justification and direct calculations of the organization's economic performance indicators.

The main planning methods are balance sheet, normative, index, calculation and analytical (economic and statistical), economic and mathematical modeling.

The essence of the balance method is that it allows, by constructing appropriate balances, to mutually link available resources (material, labor, financial) and actual needs. The construction of various balances allows us to determine the possible final results of economic activity in the planning period, the most effective structure of resource sources, and reveal reserves for improving the use of resources. Each balance sheet consists of separate items that indicate the size of individual types of resources, on the one hand, and the needs for these resources, on the other. The economic justification for the indicators of these items is a complex independent stage of planning using various methods. Financial plan organization, the EP has the form of a balance sheet, which links sources of cash income and areas of expenses.

The use of the balance method when planning the activities of the restaurant industry makes it possible to directly link production output and the volume of trade turnover with food resources. Knowing the formula of product balance, the relationship between its elements, the supply of raw materials and goods can be determined as follows:

P = P + E + Zk - Zn (1),

planning station department

where P is the receipt of raw materials and goods;

R - consumption of raw materials and goods;

E - natural loss within normal limits;

Zk - inventories of raw materials and goods at the end of the period;

Zn - inventories of raw materials and goods at the beginning of the period.

In planning, a normative method is also used, which involves the use of technical and economic standards when calculating plan indicators, which make it possible to justify the value of these indicators. Technical and economic indicators characterize the rational use of material, labor and financial resources. They are based on the use of progressive scientifically based norms and standards for the expenditure of certain types of resources per unit of volume of services or unit of production. The norms and standards used in planning are not constant. This method is used when planning an organization's costs. In this case, energy consumption standards, depreciation rates, MBP supply standards, etc. are used. planning the number of employees is based on service standards and production standards.

When planning, various index constructions are used, which represent certain calculation operations based on the use existing dependencies between some indexes. Typically, index constructs reflect the relationship between three indices. Knowing the nature of this relationship, the third one can be found using two indices. In planning practice, the calculation and analytical method is widely used, which consists in the fact that when developing a plan, economic phenomena and processes are studied by analyzing their individual parts. The analysis allows you to establish the relationship between indicators and outline changes in accordance with available resources.

An economic-mathematical model is an expression of what is essential in the process under study in mathematical form (in the form of equations, inequalities, their systems). The model should express the main thing - patterns and basic relationships, decisive factors and conditions.

Summing up the results of the first chapter, it should be noted that planning occupies the main place in management, embodying the organizing principle of the entire process of realizing the goals of the organization. The planning process in an organization is divided into nine main stages. The first and most responsible decision when planning is the choice of mission and goals of the organization. The mission is understood as a statement that reveals the meaning of the existence of an organization, in which the difference between this organization and similar ones is revealed. It defines the main purpose of the company. The formation of company goals comes from an assessment of the company's potential capabilities and its provision with appropriate resources. The result of the planning process is a system of plans. The plan includes key performance indicators that must be achieved by the end of the planning period.

2. Organizational and economic characteristics of the Lyangasovo station of the Kirov branchGZD

2.1 Historical background on developmentLyangasovo station of the Kirov branch of the State Railway

1902 Lyangasovo crossing

1906 - date of establishment of Lyangasovo station

1932 - a marshalling station was formed

1952-1955 - construction of a sorting park

1955-1956 - organization of a commercial inspection point

1962 - mechanization of the hump was completed

1963 - organization of a technical office under the shunting dispatcher

1964 - reception and departure depot “B” was put into operation - 6 tracks

1965 - shunting steam locomotives were replaced by diesel locomotives, electric centralization of switches, 2-way park communications and pneumatic mail for sending documents were put into operation

1966 - 7.8 tracks of park “B” and 6.7 tracks of park “G” were built, chalk marking of cars was canceled

1967 - 5 floodlights were installed 1968 a room for compilation teams was built, the 8th track of the park "G" was built 1069 - operational planning technology for 4-hour periods was introduced

1968 - the administrative building was built

1971 - 2 teletype posts were opened for writing off trains

1972 - the work of the compilation teams was organized into “one” person. The first on the road network to develop and put into production the technology of disbanding - forming trains at the station using computers "Nairi-K"

1974 households were built. way 2 paths of park "A"

1975 The second exit from the park “A”, 2.5 km long, was built on a self-propelled basis

1976 - Trostinka station joined Lyangasovo station, a transit park was put into operation

1980 - 3 tracks (21,22,23) of the sorting park were built

1981 - construction of the odd main exit - III A path

1986 construction of 5D track

1988 - extension of tracks 1,3,4 in park “A”

1989 - extension of the transit park tracks (4,5,6)

1990 - 5 booths were built for heating car speed controllers

1991 the remote control was replaced at the ETs-1 post

1992 - a new premises for receptionists of fleet “A” trains was built

1995 - new premises of post 20 were built

1999 - Trostinka station was closed

2001 - lengthening of tracks in park “A” (1,3,4,5)

2003 - installation of side gates

10/01/2003 renaming of the station: Lyangasovo railway station of the Kirov branch of the Gorky railway- branch of JSC Russian Railways

2004 - extension of tracks in the transit park

2006 - lengthening of tracks in the tanzit park in the odd (Kirov) neck, reconstruction of the odd (Vologda) neck of the park “B”, separation of freight and passenger tracks for odd trains, relaying of switch 316, laying of rail strands along the new passenger track (5D,: 6 D). As a result of the reconstruction of the station, the global problem of receiving long trains was solved; now it is possible to receive freight trains into park “A” for a length of 120 cars, and simultaneously pass odd freight and passenger trains.

In 2006, the station management moved to a new OPUS

In 2007, it is planned to transfer all middle-level command staff and STC employees to the new OPUS building for operational management of the station.

It will be possible to create showers and changing rooms for station workers, which will solve the problem of sanitary and living conditions for station workers that has existed for decades.

10/01/2009 renaming of the station: Lyangasovo railway station of the Traffic Control Directorate of the Gorky Railway - a branch of JSC Russian Railways

01.11.2010 renaming of the station: Lyangasovo railway station, a structural unit of the Gorky Traffic Control Directorate, a structural unit of the Central Traffic Control Directorate - a branch of JSC Russian Railways

2.2 Economic indicators of the Lyangasovo station of the Kirov branch of the State Railway

Lyangasovo station is an extra-curricular one-way marshalling station.

The main tasks of the station are:

Until October 1, 2009, the Lyangasovo railway station was a structural subdivision of the Kirov branch of the Gorky Railway, a branch of Russian Railways OJSC. In pursuance of the order of JSC Russian Railways dated 09/07/200 No. 181 “On the creation of a traffic control directorate - structural divisions of railways”, from 10/01/2009 the railway station as a structural unit became part of the Traffic Control Directorate - a structural division of the Gorky Railway roads.

In accordance with the decision of the board of JSC Russian Railways, in order to create a vertically integrated structure, from October 1, 2010, the Lyangasovo railway station is a structural subdivision of the Gorky Traffic Control Directorate - a structural subdivision of the Central Traffic Control Directorate of Russian Railways JSC.

The station has its own Regulations on the structural unit, which indicate the main tasks and functions, rights and obligations, and organization of the station’s work.

The station uses the bank account of Russian Railways JSC in bank institutions in the manner established by the current legislation of the Russian Federation, internal documents of Russian Railways JSC, within the limits of the powers granted on the basis of a power of attorney issued to the head of the station.

The main production and economic indicators of the Lyangasovo station for 2009-2011 are presented in Table 1.

Table 1. Main production and economic indicators of the Lyangasovo station for 2009-2011

Indicators		Rates of growth

1. Cost of sales of goods
2. Cost of commercial products
3. Cost of fixed assets at the beginning of the year
4. Cost of working capital
5. Average headcount
6. Production
7. Labor intensity
8. Return on assets
9. Capital intensity
10. Capital-labor ratio
11. Fund return
12. Turnover ratio
13. Duration of one revolution
14Working capital consolidation ratio
15. Profit from sales

According to table No. 1, the following conclusions can be drawn: the cost of sales of goods for the period from 2009 to 2011 increased by 41.5%, the cost of commercial products increased by 50.5%, as a result of which profit from sales increased by 0.1% , output increased by 21.9% due to an increase in goods produced by 41.5% (due to an increase in the number of people by 36.1%).

As a result, labor intensity is 18.6% lower (since these indicators are reciprocal).

Capital productivity increased by 154% due to an increase in the cost of sales of goods by 41.4%

And an increase in the value of fixed assets by 50.5%; as a result, capital intensity will be reduced by 14.3% (since these indicators are reciprocal).

The capital-labor ratio increased by 4.5% due to an increase in fixed assets by 50.5% and due to the average headcount by 36.1%. The turnover ratio increased by 49.3% due to an increase in the cost of working capital by 29.4% and due to an increase in the cost of sales of goods by 41.5%, as a result of which the coefficient of fixation of working capital decreased by 4.5%. The duration of one revolution became less by 8.5%, as the turnover ratio increased by 9.3%.

3 . Analysis of the planning system for the Lyangasovo station of the Kirov branch of the State Railway

3.1 Characteristics of the planning system for the Lyangasovo station of the Kirov branch of the State Railway

The main objectives of the Station are:

Timely and high-quality provision of the needs of the state, legal entities and individuals in the use of railway transport infrastructure, railway transportation and related work and services in interaction with other divisions of JSC Russian Railways and other railway transport organizations

Organization and implementation of passenger, cargo, train work, in accordance with the established plan and task, with the obligatory provision of fulfillment of the established volume of cargo and luggage transportation in compliance with the requirements of train traffic safety, technical and environmental safety.

In accordance with the assigned tasks, the Station performs the following functions:

Acceptance for transportation, weighing, storage, delivery of cargo to consignees, as well as preparation of transportation documents;

Reception, departure, formation, sorting, disbandment, commercial inspection of cars and trains, including reception and departure of passenger trains;

Informs shippers and consignees about the arrival and delivery of freight cars for unloading that have arrived at the consignee's address;

Organizes and carries out shunting work for supplying and cleaning cars to loading and unloading areas, including access roads of organizations and other owners;

Organizes work to ensure that shippers, consignees and other users of the infrastructure owned by JSC Russian Railways comply with the Rules for the Technical Operation of Railways, the Rules for Cargo Transportation, the Technical Conditions for Loading and Securing Cargo and traffic safety standards;

Develops a technological process for the operation of the station, a technical and administrative act of the station, providing for the organization of the work of the Station with the unconditional implementation of the Rules for the Technical Operation of Railways;

Develops and implements activities aimed at efficient use fixed assets, reducing costs for material, fuel, energy and other resources;

Organizes timely and full payment of wages and other payments to Station employees, in accordance with the law Russian Federation and the collective agreement of the railway;

Organizes work on technical education, training, retraining and advanced training of Station employees;

Carries out measures to comply with the requirements of the legislation of the Russian Federation on environmental safety, measures to protect the environment natural environment, rational use of natural resources, liquidation of the consequences of derailments, accidents, collisions and derailments of rolling stock, fires and disasters, and the consequences of their impact on the environment;

Organizes the implementation of progressive wage standards, systems of material incentives for workers and the implementation of measures aimed at regulating workers' wages and increasing the social protection of Station workers on the basis of a unified policy pursued by JSC Russian Railways, including on non-state pension provision;

Provides safe conditions and labor protection for the Station's workers, develops and implements organizational and technical measures to prevent injuries, compliance with rules and regulations on labor protection, safety precautions and industrial sanitation;

Conducts mobilization preparations for civil defense and other measures aimed at ensuring uninterrupted operation railway transport in a state of emergency;

Organizes the implementation of anti-terrorism measures to protect facilities, workers and passengers;

Carrying out work to prevent and eliminate the consequences of natural and man-made emergencies;

Ensuring the safety, maintenance and restoration of the Station’s property, using it exclusively to solve the problems provided for by these Regulations and the regulatory documents of JSC Russian Railways;

Ensuring the established secrecy regime, carrying out measures for technical protection of information for all types of work with information constituting state and commercial secrets;

Ensuring the correctness of the execution of primary documents and the reliability of the data contained in them for the formation of accounting and tax accounting and reporting in accordance with the approved Regulations for the interaction of the railway and the Gorky Regional General Service Center - a structural unit of the Center for Corporate Accounting and Reporting "Zheldoruchet" - a branch of JSC Russian Railways ;

Conducting office work and storing documents in the manner established by JSC Russian Railways and the railway.

3.2 SWOT-AAnalysis as a basis for strategic planning

SWOT analysis is an analysis of the strengths and weaknesses of an enterprise, as well as opportunities and threats emanating from the external environment. At this stage of the strategic planning process, managers compare the results of the external analysis with the profile of the enterprise to see what strengths and weaknesses it has, what interrelated opportunities and threats to the business arise.

Matrix - SWOT.

Pros and cons of GJ compared to road and air transport.

Strictly speaking, water transport should also be included in the list of advantages and disadvantages of various methods of transport, but we will not do this because of the clear advantage of the leader - road transport.

What are the benefits of road transport? They are efficient. You can make changes to the cargo transportation plan at any time, even in the process of completing your task - and motorists will react without unnecessary indignation, and aviators and railway workers will only accept your categorical refusal of their services, and even then - with a big financial creak...

Road transport is multifunctional. You will be offered the type of transport that will correspond to the properties of your cargo, and the number of accompanying personnel that will be sufficient. Try being capricious at an airline company, and show off your knowledge of the comparative cost of freighting a jet Yak and a propeller-driven Anna.

If Boeing is indicated in the flight plan, then your cargo will fly by Boeing, if you please fork out the cash!

There are no disputes with the railway at all - a fine is imposed for every unplanned action of yours, as well as for inaction. And the choice of rolling stock is the prerogative of the station’s technical staff, and not yours, and if you asked for a platform for sixty tons of deoxidizer, and they gave you a gondola car - what, does it matter? - hope that at stations and stops no zealous bosses will consider your carriage empty, because the material precious to your open-hearth furnaces is dense and unsightly, and therefore takes up little space and provokes neglect...

Targeted delivery is a quality inherent for the most part in road transport; to a lesser extent - transport by rail; and fundamentally impossible for air transport, excluding the delivery of poisons and fertilizers to the fields by agricultural aviation.

It’s ridiculous to think that the railway authorities will agree to place a wagon destined for your meat processing plant for unloading on the territory of a fish refrigerator friendly to you, and you can’t assure anyone that between the wagon and your warehouse there will only be open gates and three meters of asphalt, and your own access roads there is no building...

You can, of course, try to negotiate with everyone if you have the abilities of Talleyrand and Macchiaveli combined, but it’s easier to contact the car operator. The speed of transport is also a plus of motor transport. No, the plane, of course, is faster when it comes to delivering cargo to Irkutsk, London or Rome. In addition, we often have to talk about overcoming not so much distances as banal off-road conditions. Here, any vehicle is powerless; roads are not just desirable, they are necessary, and good ones at that. The railway track is also sometimes able to get to places where cars have not yet reached, but diesel locomotives are still poorly able to deliver cargo locally.

Road transportation also has disadvantages... There are few of them. The biggest one is the human factor. Indiscipline (or illness) of a driver, especially on a long journey, is more difficult to overcome than problems in the personnel of an air crew or railway crew. The technical condition of the vehicle is monitored and maintained in a fundamentally different way than what happens in locomotive depots or aircraft hangars. The components and assemblies of diesel locomotives and aircraft operate exactly for their temporary lifespan, after which they are replaced.

Cars operate - in many hands - until they threaten to fail. Which, of course, affects the quality of road transport. The average accident rate of motor vehicles is higher than on the railway or in the sky, but if (it would be more correct to say not “if”, but “when”), so: but when our roads become smoother than rail tracks, and drivers stop bragging to each other, who can travel continuously and for how many days (where, Lord? Isn’t it our will, by chance, that gives them difficult tasks to complete?)

Jumps in fuel prices have the greatest impact on the cost of road transport, although ultimately they lead to an increase in the cost of all types of transport.

And in winter, the busyness of road traffic depends greatly on the weather. However, bad weather is a contraindication not only for travel, but also for flights. Heavy snowfalls are equally bad for trains, cars, and takeoffs and landings. In general, transport transportation lies mostly on the steel shoulders of vehicles, and this is fair. There is nothing more convenient than them yet. And there won't be any soon.

An analysis of the theoretical and practical aspects of the issue of planning an organization’s activities using the example of Civil Railways allowed us to draw the following theoretical conclusions based on the results of the work:

1. 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. The planning process consists of developing a sequence of actions, organizing actions to implement plans and monitoring the final results. The better developed and more closely interconnected these most important functions are, which together determine the essence of the subject of management, the more effective the management is.

2. The planning process itself in an organization consists of 9 successive stages, at each of which certain goals and objectives are fulfilled. The most important component of development planning for any company is the formulation of a mission. A company usually begins its activities with a clear mission established by senior management. The mission defines the main purpose of the company.

3. The result of the planning process is a system of plans. The plan includes key performance indicators that must be achieved by the end of the planning period. In the process of implementing the plan, it is necessary to monitor its implementation.

4. There are a number of opportunities for Civil Railways that provide every chance for further development.

5. Having studied all the strengths and weaknesses of the Civil Railway organization, as well as the emerging opportunities, a combined strategy was built, which is aimed at reducing costs and at the growth and development of all other factors. The company's expenses are expected to be reduced by eliminating unprofitable services. But marketing, the level of professionalism of personnel, territorial coverage, and foreign investment must grow in order for the Civil Railway to develop successfully.

7. In order for the State Railway to achieve best results, it is necessary to make some changes: active promotion of services, increasing the level of knowledge of the organization’s employees, concluding service agreements with legal entities.

Thus, the goal of the work, which is to conduct a comprehensive analysis of the planning process of the organization’s activities and develop recommendations for improving the planning system using the example of the Civil Railway, the tasks have been completed.

3.3 Improving the civil railway planning system

Stage 1. Clarification of problems

Since the organization's strategy was determined based on an analysis of the company's capabilities, its weaknesses and strengths, as well as analysis of threats from the external environment, then I recommend making changes that would allow us to finally get rid of the weaknesses in the organization that hinder the further development of the company. To do this, we should address the main problems existing in the internal environment of the organization: I think it is a big mistake to divide such a large dominant government organization into subsidiaries. And permission from government authorities to corporatize such a large company. A railway is a single organization of locomotives, wagons, and railway tracks, the functioning of which is impossible without unified management. All organizations must be connected with each other for the safe passage of rolling stock along the rail track. The division of such a large organization leads to confrontation between structural units. Therefore, for better functional use of the railway and orderly operation of structural divisions, railway transport must be state-owned, controlled by the state, and relations between organizations must be of a single organizational nature.

So, today it is simply necessary to reconsider the policy of railway transport management, the acquisition and operation of more modern rolling stock, the construction of railway tracks to more remote areas of the country and the availability of services for all segments of the population.

Stage 2. Long-term strategy.

To eliminate the gaps between the forecast values of indicators and those claimed by the company, new product-market strategies are being developed, for example, the possibilities of developing new production facilities, vertical integration, creating foreign branches, and joint initiatives are being explored. Options for expanding production and reducing costs are being explored (the “growth-market share” matrix can be used here). The results of using one or the other of the above two strategies are predicted and it is determined whether the gaps will be closed. A long-term strategy consists of three elements: long-term goals supported by long-term strategies; long-term strategic projects; long-term policies in key areas.

Stage 4. Medium-term plans.

Based on the decision made regarding the long-term strategy, medium-term tasks and directions are outlined and medium-term plans are drawn up. The latter also consist of three parts. Firstly, medium-term projects are outlined and chronologically linked, resources are allocated; secondly, plans are drawn up for an enlarged range of services based on changes in the range and competitive strategy for each group of services. This work is carried out by the relevant departments of the organization. The third element is the organization's functional plans, compiled by its functional divisions and subsidiaries. This includes plans for labor and profit. Thus, in market conditions, organizations need not only short-term, but also long-term, as well as strategic and tactical plans for their socio-economic development.

4.1 Basic theoretical principles of the topic

The planning function serves as the basis for making management decisions and is a management activity that involves developing goals and objectives for production management, as well as determining ways to achieve the goals.

As a management process, planning is characterized by specific features:

– planning has two sides: socio-economic (determined by the socio-economic conditions of society) and organizational and technical (determined by the cooperation of labor and depends on the level of development of planning tools and methods);

– planning as a control element is informational in nature;

– planning at an enterprise acts as one of the most important organizational factors in the intensification of production.

From the point of view of the obligatory nature of planned tasks, there are directive and indicative planning. Depending on the period for which the plan is drawn up and the degree of detail of the planned calculations, it is customary to distinguish between long-term (10, 15 and 20 years), medium-term (from 1 to 5 years) and short-term (up to 1 year) planning. Based on the content of planning decisions, they are divided into: strategic, tactical and operational-schedule planning.

Strategic planning is a set of actions and decisions taken by management that lead to the development of specific strategies designed to help the organization achieve its goals.

Within the framework of the strategic planning process, four types of management activities can be distinguished:

– distribution of resources (material, financial, labor, information, etc.);

– adaptation to the external environment;

– internal coordination and regulation;

- organizational changes.

Strategic planning becomes meaningful when it is implemented. For these purposes, short-term plans are developed that are consistent with long-term ones. Short-term strategy is a kind of tactics that is also planned.

Tactical plans have a number of distinctive features. Firstly, drawing up tactical plans is the exclusive function of department and division heads (functional managers). Second, developing ongoing plans is the initial step in the implementation phase of the strategic planning process. Thirdly, current plans must correspond to all balance sheet performance indicators of the company. There are functional, one-time and stable tactical plans.

The most significant management functions, through which plans are converted into actions, can be represented in the form of a diagram (Figure 1).

The main overall purpose of an organization is referred to as its mission.

In a broad sense, mission is the philosophy and purpose of an organization. With this approach, the content of the mission is revealed through the values, beliefs, principles that underlie the organization's activities, as well as the actions that it intends to carry out. In a narrow sense the mission is considered as a statement that reveals the meaning of the organization’s existence, in which the difference between this organization and similar ones is manifested.

Figure 1 – Strategic planning process

The goals of the organization itself are formed on the basis of the overall mission. In strategic planning, goals are the most important and fundamental component, as they serve as the starting point for strategy planning; form the basis of the organization of the enterprise; the enterprise’s motivation system is based on goals; goals serve as the basis for monitoring and analyzing production and economic activities.

Goals can be general, long-term or specific. General long-term goals determine the strategic intention of the enterprise to occupy a certain place in the business. Specific goals are established on the basis of identifying the strengths and weaknesses of the enterprise, its competitive advantages, and express realistically achievable concrete results in those areas that are decisive for a successful business.

The main purpose of external analysis is to identify and understand the opportunities and threats that may arise for the enterprise in the present and future, as well as to identify strategic alternatives.

Strategic planning considers the external environment as a combination of two parts: the macroenvironment (remote environment) and the microenvironment (industry or immediate environment).

Strategic factors of the macroenvironment are considered: economic, political, market, technological, international, competitive factors, factors of social behavior. Since the number of possible factors of the macroenvironment is quite large, it is customary to consider four key areas, the analysis of which is called PEST analysis(abbreviation of English words): P – political and legal factors, E – economic forces, S – sociocultural factors, T – technological factors.

The microenvironment includes all interest groups that directly influence or are directly influenced by the core activities of the enterprise (shareholders, suppliers, local organizations, competitors, customers, creditors, trade unions, trade and other organizations). Each of these groups uses its own criteria for assessing the functioning of the enterprise and evaluates its activities from the point of view of its interests.

When developing an enterprise strategy, managers must examine not only the external environment, but also the situation within the enterprise. For this purpose, a management survey of the enterprise's activities is carried out. Management survey is a process of analyzing the internal resources and capabilities of an enterprise, aimed at assessing the current state of the business, its strengths and weaknesses, and identifying strategic problems. The ultimate goal Management analysis is the provision of information to managers and other interested parties to make adequate decisions and select a strategy that is most consistent with the future of the enterprise.

A management survey of strengths and weaknesses should be carried out in all areas of the organization's activities: marketing, finance, production operations, human resources, their quality, professionalism, motivation of their activities, culture and image of the organization.

As a result of conducting management analysis and analyzing the activities of competitors, an enterprise must determine its main advantages or competitive advantages, which may be based on the resources of the enterprise, which for the purpose of analysis are divided into tangible (material) and intangible (intangible) resources.

Typically, an organization faces four main strategic alternatives:

– concentrated (limited) growth;

– integrated growth;

– reduction strategy;

– a combination of the above three strategies.

After management considers the available strategic alternatives, it selects a specific strategy that can maximize the organization's long-term performance. But to make strategic choices, senior leaders must have a clear, shared vision of the organization and its future.

Once the overall strategy has been chosen, it must be implemented. For these purposes, a short-term strategy (tactics) is developed, which is also planned and consistent with the long-term strategy.

The next step in the implementation process of plans is the development of policies, which provide general guidance for actions and decision-making to facilitate the achievement of goals. Policies are formed by senior management over a long period of time. Based on the above, it can be noted that the main components of planning are tactics and policies, as well as procedures and rules.

After studying this topic, you should understand the following terms and concepts: strategic planning, management survey, strategy, limited growth strategy, mission, external environment analysis, goals, list of external threats and opportunities, growth strategy, reduction strategy.

Security questions on the topic

What is the planning function?

Why is an organization's mission the basis of its existence?

How does an organization choose its mission?

What are the characteristics of effective goals?

Briefly review the management survey process.

What strategic alternatives are available to the organization?

How do tactics, policies, procedures, and rules help implement strategy?

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1.3 Goal selection is a primary planning task

One of the most important tasks in planning is to establish a goal to achieve which any enterprise is formed, operates and develops. In general, setting goals for an enterprise means:

development of common goals;

defining specific, detailed goals for a given, relatively short period of time (2, 5, 10 years);

determining ways and means to achieve the goal;

control over the achievement of set goals by comparing planned indicators with actual indicators.

The first and perhaps most significant decision in planning will be the choice of enterprise goals. Businesses that, due to their size, have a need for multi-level systems also need several broadly defined goals, as well as more specific goals related to the overall goals of the organization.

The main overall purpose of the enterprise, the clearly expressed reason for its existence, is designated as its mission. Goals are developed to achieve this mission.

The mission details the status of the enterprise and provides direction and guidance for defining goals and strategies at various organizational levels. The mission statement of the enterprise should contain the following:

The enterprise's mission in terms of its core services or products, its core markets and core technologies

The external environment in relation to the company, which determines the operating principles of the enterprise

Organizational culture.

Choosing an organization's mission as narrow as profit limits management's ability to explore acceptable alternatives when making a decision. As a result, key factors may not be considered and subsequent decisions may lead to low levels of organizational performance.

In general, the company's goals can be the following:

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

3. Other specific goals (subgoals):

3.1. on marketing (sales level, diversification, distribution system, sales volume);

3.2. scientific research and development (new products, product quality, technological level);

3.3. production (costs, quality, saving material resources, new and improved products);

3.4. finance (structure and sources of financing, methods of profit distribution, tax minimization);

The goals should be:

specific and measurable;

time-oriented (long-term, medium-term, short-term);

achievable;

mutually supporting (consistent).

The objectives of choosing a goal are determined by each company independently, depending on the activities in which it is engaged. In general, the goals of any company boil down to the following:

Increasing controlled market share.

Anticipating consumer requirements.

Production of higher quality products.

Ensuring agreed delivery times.

Setting the price level taking into account competitive conditions.

Maintaining the company's reputation among consumers.

1.4 Management of the implementation of the plan and control over its implementation

Just as management develops short-term goals that are consistent with and facilitates achievement of long-term goals, it must also often develop short-term plans that are consistent with its overall long-term plans. Such short-term strategies are called tactics.

After drawing up long-term and tactical plans, management must begin to develop additional guidelines to avoid confusion and misinterpretation of these plans. This step in the implementation process is policy development.

Monitoring the results of the plan includes comparing planned indicators with actual achievements over a certain period of time. To do this, you can use budgets, time schedules, sales data and cost analysis.

A budget is a method of allocating quantified resources to achieve a quantified goal.

Budgets are by far the most widely used component of formal planning. Although many organizations never on a formal basis, i.e. in writing, do not formulate goals and strategies, most of them draw up budgets in the form of separate documents.

If actual performance lags behind plans, then appropriate measures must be taken after the areas where problems arise are identified.

In some cases, plans must be revised due to the impact of uncontrollable variables on sales and costs. Some forward-thinking companies are developing plans that outline in advance what needs to be done in the event of unfavorable circumstances.

For the successful implementation of their plans, large organizations have independent business units (SEU) in their structure.

specific orientation;

precise target market;

one of the company's marketing managers at the head;

control over your resources;

own strategy;

clearly identified competitors;

clear differentiating advantage.

Such a division of the company ensures the independence of the departments related to the production of various types products, which creates ample room for maneuver in case of changes in demand for certain types of products.

2 . ControlState Unitary Enterprise RMESanAthorium "Sosnovy Bor" and rezeditches to increase its efficiency

2.1 General characteristicsState Unitary Enterprise RMESanAthorium "Sosnovy Bor"and basic techno-econohmic indicators of its operation

The sanatorium was built in 1975, last time reconstructed in 1999. Equipped with the following engineering equipment: water supply, heating, sewerage, heat water supply.

Consumers of the sanatorium services are divided into those who purchased vouchers on a commercial and budgetary basis. The cost of similar services reimbursed from the budget and extra-budgetary funds is lower than their market price paid by commercial clients.

To perform the functions of managing the sanatorium, a management system is created - a management apparatus. Organizational management structures are focused on performing such tasks as creating conditions for the health of patients and good rest for holidaymakers.

Characterizing the suppliers of the State Unitary Enterprise RME “Sanatorium “Sosnovy Bor”, we note that the main suppliers are both monopolists, for example OJSC Marienergo, OJSC Volgotelecom, and other organizations.

Table 1. Main indicators of financial and economic activity.

Value of indicators by year

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line 720

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2.2 Modernization (rationalization) of the current organizational management structure inState Unitary Enterprise RMESanAthorium "Sosnovy Bor"

For plans to be implemented, management must find an effective way to combine plans, i.e. with optimal results.

Organization as a process is a function of coordinating many tasks; in order for this process to be successful, a well-constructed organizational structure that corresponds to the goals and objectives is necessary.

The administrator monitors the work of the sister-hostess, maids, and service personnel.

Analyzing the functions of the employees of the State Unitary Enterprise RME of the Sosnovy Bor Sanatorium, we can conclude that the functional division of labor corresponds to the job responsibilities of these performers.

The accounting department, headed by the chief accountant, deals with financial issues of the enterprise, including the preparation of current financial plans.

§ Inflexible structure of the organization;

§ Clearly defined tasks for all structural units;

§ Power comes from hierarchical levels in an organization;

§ Hierarchical control system;

The mission of the organization gives the subjects of the external environment a general idea of what the organization is, what it strives for, what means it uses in its activities, what its philosophy is. At the same time, it contributes to the formation of the organization's image.