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

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

Define the concept and types of planning in an organization;

Define the concept and content of current planning;

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

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

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

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

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

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

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

1. Concept and types of planning in an organization

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

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

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

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

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

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

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

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

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

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

Planning can be classified in various areas:

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

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

Private planning (planning of certain areas of activity).

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

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

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

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

Production planning; - sales planning;

Financial planning; - personnel planning.

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

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

Medium term, (from 1 year to 5 years)

Long-term planning (more than 5 years).

If changes are possible, the following are highlighted:

Rigid (does not involve changes);

Flexible (with such planning, changes are possible).

Strategic planning is “the construction of a management system that ensures the organization’s long-term competitive advantage in the field of management.” That is, strategic planning aims to provide a comprehensive scientific substantiation of the problems that an enterprise may 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; determination of the volume and structure of necessary resources and forms of material and technical supply.” Such planning involves the development in a certain sequence of activities aimed at achieving the goals outlined in the long-term development program.

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

2. Current planning in the organization

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

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

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

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

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

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

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

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

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

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

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

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

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

IN in this case The ongoing planning process consists of several stages:

Identifying the problem;

Determining possible actions;

Preliminary selection of one of certain possible actions;

Analysis of possible consequences;

Final choice of action.

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

That is, the main thing for current planning is its interdependence with strategic planning. Must be taken into account core values and the company's mission when drawing up current plans, but also the reactions of current planning and operational action can have very important strategic consequences. In addition, after achieving a strategic goal, it is necessary to replace it with the next strategic goal and organize current planning accordingly.

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

3. Current planning models

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

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

Graphically, linear planning looks like this:

Rice. 1. Linear model planning

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

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

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

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

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

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

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

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

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

Estimate of income and expenses;

Cost estimate of time and materials;

Capital cost estimate;

Cash budget;

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

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

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

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

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

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

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

Enterprises use various types planning and forms of plans. The choice of one or another type of planning depends on many factors, among which the dominant position is occupied by the specifics of the enterprise. The most important factors determining the specifics of an enterprise are the form of ownership and concentration of capital; enterprise size; level of scientific and technological development; the nature of the products produced and the industry of the enterprise; level of concentration and combination, specialization and cooperation of production, etc.

1.From the point of view mandatory plan targets– directive and indicative planning.

Directive planning is a decision-making process that is binding on planning objects.

Indicative planning is the most common form of government planning for macroeconomic development throughout the world. It is the antipode of the directive plan, because the indicative plan is not binding in nature. The indicative plan may contain mandatory tasks, but their number is very limited. In general, it is of a guiding, recommendatory nature.

Indicative and directive planning should complement each other and be organically linked.

2. According to the content of planning decisions There are strategic, tactical, operational-calendar and business planning. ( strategic plans, tactical (current), operational and production and business plans)

Strategic planning, as a rule, it is focused on the long term and determines the main directions of development of an economic entity.

The main goal of strategic planning is to create the potential for the survival of an enterprise in a dynamically changing external and internal environment that creates uncertainty in the future. As a result of strategic planning, an enterprise sets long-term goals and develops means to achieve them.

Tactical planning should be considered the process of creating prerequisites for the realization of new enterprise opportunities. As a result of tactical planning, a plan for the economic and social development of the enterprise is drawn up, which is a comprehensive program of its production, economic and social activities for the corresponding period.

Operational scheduling (OCP) is the final stage of planning the economic activities of an enterprise. The main task of the OKP is to specify the indicators of the tactical plan in order to organize the daily systematic and rhythmic work of the enterprise and its structural divisions.

Business planning is intended to assess the feasibility of implementing a particular activity. This is especially true for innovations that require large investments for their implementation.

3.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 (prospective), medium-term and short-term (current) planning.

Forward planning covers a period of more than 5 years, for example, 10, 15 and 20. Such plans are designed to determine the long-term strategy of the enterprise, including social, economic, scientific and technological development.

Medium-term planning carried out for a period from 1 year to 5 years. At some enterprises, medium-term planning is combined with current planning. In this case, a so-called rolling five-year plan is drawn up, in which the first year is detailed to the level of the current plan and represents, in fact, a short-term plan.

Current planning covers a period of up to one year, including semi-annual, quarterly, monthly, weekly (ten-day) and daily planning.

Thus, depending on the duration of action allocate long-term plans (more than 5 years), medium-term (from 1 to 5 years), short-term (less than 1 year, per quarter, month);

4. management levels - plans of the enterprise, workshop, site, team, department, workplace;

5.by coverage:

General planning covering all aspects of the problem;

Partial planning, covering only certain areas and parameters;

In the theory and practice of planning, other types of planning can also be distinguished, covering both the main and secondary aspects of this process.

In particular, planning can be classified according to the following criteria:

b) by planning objects:

Goal planning, which refers to the determination of strategic and tactical goals;

Means planning, which refers to determining the means to achieve set goals (planning capabilities such as equipment, personnel, finances, information);

Program planning, which relates to the development and implementation of specific programs, such as production and marketing programs;

Planning activities, for example, special sales, recruitment;

V) by planning areas:

Sales planning (sales goals, action programs, sales costs, sales development);

Production planning (production program, production preparation, production progress);

Personnel planning (needs, hiring, retraining, dismissal);

Planning of acquisitions (needs, purchases, sales of excess stocks);

Planning of investments, finances, etc.;

d) for coordination, private plans in time:

Sequential planning, in which the process of developing various plans is one long, coordinated, sequential process consisting of several stages;

Simultaneous planning, in which the parameters of all plans are determined simultaneously in one single planning act;

e) for recording data changes:

Rigid planning;

Flexible planning;

and) in order in time:

Ordered (current) planning, in which, upon completion of one plan, another is developed (plans alternate sequentially one after another);

Rolling planning, in which, after a certain planned period, the plan is extended for the next period;

Extraordinary planning, in which planning is carried out as needed, for example during reconstruction or reorganization of an enterprise;

h) from the point of view of the content of the planned indicators:

Economic planning – is associated with the development and practical implementation of plans that determine the future state of the enterprise’s economic system;

Technical planning - accordingly predetermines the technical and economic parameters of the enterprise, for example, the design and scientific and technical level of manufactured products;

Organizational planning – covers the organization of production, labor and management;

Social planning is aimed at preparing decisions in the field of social policy of an enterprise.

All these types of planning make it possible to comprehensively take into account internal and external changes in the production and economic activities of an enterprise, creating the prerequisites for increasing the level of its economic potential.

When external and internal conditions for the implementation of the plan change, planning turns into continuous adjustment of the plan in order to adapt (adapt) the enterprise to changing market conditions.

Planning methodology enterprise development determines basic principles and methods of carrying out planned calculations, reveals the logic of the formation of plans and the logic of their implementation.

Principles - these are the fundamental planning rules, i.e. the starting points for the formation and implementation of enterprise development plans from the point of view of their focus, consistency, and structure. In other words, these are the basic requirements that must be met when developing plans.

Methods - methods, techniques used in developing plans and programs for enterprise development. They act as a tool that allows you to implement methodological principles of planning.

Planning principles and methods

To ensure efficient operation of the enterprise and reduce the possibility of negative planning results, it should be based on the following principles, shown in Fig. 5.1.3.

Rice. .3. Planning principles

The principle of necessity planning provides for the mandatory use of plans when performing any type of labor activity. Its compliance meets the requirements for the rational use of limited resources in all enterprises.

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

Unity principle involves the development of a general or consolidated plan for the socio-economic development of an enterprise. At domestic enterprises there are plans for the production and sale of products, increasing the technical and organizational levels of production, plans for individual structural divisions and others, which must be linked with each other and with a unified plan for the socio-economic development of the enterprise in such a way that changes in certain sections of various plans or indicators were also reflected in in general terms business entity. ( the principle of mutual coordination, coordination and achieving organic unity of the plans of the enterprise and its divisions, based on the optimal combination of “top-down” and “bottom-up” planning, which ensures coordination of in-production planning with the current production planning of the entire enterprise)

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

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

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

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

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

Principle identifying the leading links and priorities - the development and production of new competitive types of products based on the intensification of the innovation and investment activities of the enterprise;

Principle complexity - consideration of all aspects of the object of study in its connection and dependence with other economic processes and phenomena, taking into account all principles of planning and interconnection of all types and components of the plan;

Principle balance and proportionality of plan indicators, establishing and ensuring compliance with their proportions;

Principle scientificity - reliable information and the use of scientifically proven planning methods.

Thus, all of the listed basic planning principles guide business entities to achieve the best economic performance.

Planning is the initial development and subsequent establishment by the company’s management of a system of qualitative and quantitative indicators of its development, which determine the proportions, rates, and trends of development of this enterprise not only in the current period of time, but also for the future.

Various types of planning represent the main link in the economic management mechanism, as well as the regulation of any production. Administrative management, planning and control over the work of an enterprise in foreign practice are defined by a single concept - “management”.

What is it like?

There are different types planning:

• Balance sheet.
• Calculation and analytical.
• Economics and mathematics.
• Software-targeted.
• Graphic-analytical.

Balance sheet

Balance sheet types of planning ensure the establishment of a direct connection between the needs of the company's resources, as well as the sources of their coverage and sections of the plan. For example, the use of this technology involves linking the production program with the capacity of a particular enterprise, and the labor intensity of the selected production program with the number of employees. Qualified employees, who are assigned various types of planning, must balance working time, production capacity, as well as energy, financial, material and many others.

Calculation and analytical

Such planning is used to calculate in detail the characteristics of the plan, as well as to analyze their dynamics and factors that ensure the required quantitative level. Within the boundaries of this method, the initial basic level of the most important indicators of the plan is determined, as well as their possible changes during the course of the planning period due to the quantitative influence of the main factors. In addition, the calculation of indices of changes in planned indicators in comparison with the base level is also carried out.

Economic-mathematical

These types of planning provide an opportunity to develop in detail economic models of the dependence of certain indicators, based on determining changes in their various quantitative parameters in comparison with the most important factors, and also make it possible to prepare several plan options, from which the most optimal one will subsequently be selected.

Graphic-analytical

This method provides an opportunity to present the results of the economic analysis using graphical means. Using these types of financial planning, it is possible to determine the quantitative relationship between various related indicators. For example, in this way the relationship between the rate of change in capital-labor ratio, capital productivity, and labor productivity is determined.

Network

Network types of financial planning are a separate type of graphic-analytical planning. Using specialized network graphs, you can simulate the parallel execution of work in time and space for various complex objects. For example, this may include the development and mastery of new technologies, reconstruction of a certain workshop, and much more.

Program-targeted

Program-targeted types of work planning provide the opportunity to draw up a plan in the form of a separate program, that is, a certain set of activities and tasks that are united by a single goal and coincide with certain deadlines. Characteristic feature The program in this case is that it is aimed at achieving certain final results, and the core of the program is the main goal, which is specified in a number of tasks and subgoals. The goals are already being achieved by specific performers who are provided with the necessary resources.

Based on the ranking of goals, a graph like a “tree of goals” is already being formed, which will then be used as the initial basis for the further formation of a system of program indicators, as well as a separate organizational management structure.

Differences in terms

It is worth noting that there are also several types of planning depending on the timing:

• Current.
• Promising.
• Operational and production.

Promising

Long-term planning is entirely based on forecasting. Using this technology, it is possible to determine the possible future need for any new types of products, as well as the company’s product and sales strategy in various markets. Among other things, long-term types of educational planning and other options for its implementation are divided into medium-term and long-term, depending on the specific period of time for which the forecast is made.

Such a plan is distinguished by its program-target nature, that is, it defines economic strategy operation of the company for a fairly long period of time, taking into account the boundaries of existing sales markets, as well as the possible development of other markets. The number of indicators in this plan is limited, and its objectives and goals are more specifically indicated in the medium-term plan.

The objects for which the main planning activities are used are most often organizational structures, capital investments, production capacity, the need for certain financial resources, market share and many others. Today, the deadlines for the implementation of plans are not of any mandatory nature, and a fairly large number of companies are developing long-term plans for a period of 5 years, while medium-term ones are built for approximately a period of 2 to 3 years.

Current

Current types of calendar-thematic planning are developed as a medium-term plan with a detailed clarification of its indicators. In this case, both the structure and indicators annual planning may vary depending on which particular object is being considered, as a result of which they are divided into workshop, brigade and factory.

Operational and production

This type of planning involves clarifying the assignment of the annual plan for shorter periods of time, as well as distributing the goal among various production departments. Such a plan is used as a means of ensuring rhythmic production, as well as ensuring smooth operation of the enterprise and ultimately conveys planned tasks to their immediate executors. Operational production planning is also divided into dispatching, intra-shop and inter-shop. The final stage is the so-called shift-daily planning.

Classification

There are quite a large number of characteristics that differentiate different planning methods by form, timing, type, and many other characteristics. From the point of view of the mandatory acceptance and subsequent implementation of planned tasks, planning can be divided into two types - indicative and directive.

Directive

Directive types of activity planning are distinguished by the mandatory adoption, as well as the subsequent implementation of planned tasks, which are determined by the parent company for those enterprises that are subordinate to it. Directive planning for a long time completely permeated every level of the socialist central planning system, and also limited the initiative of each separate company, but in a modern market economy it is used at the enterprise level and is used to develop their current plans.

Indicative

Indicative planning is a separate form of state regulation of production through changes in tariffs and prices, tax rates, banking interest rates, minimal possible level wages, as well as a number of other indicators. Thus, it is possible to list a fairly large number of characteristics that determine indicative planning. Types of plans of this type include tasks called indicators.

Indicators are parameters according to which the state and subsequent direction of economic development are characterized and which are developed directly by government bodies. Such a plan may also contain a variety of mandatory tasks, but their number is quite limited, as a result of which such a plan is more guiding and recommendatory. The use of this planning today is found in enterprises in the process of developing long-term plans.

Promising

As mentioned above, the main types of planning of this type are entirely based on forecasting, that is, it represents the basis, the foundation of this planning technology, and in contrast to it, it is entirely based on foresight, which is based on probabilistic, economic-mathematical, as well as scientifically based analysis various prospects for the company's development in the near future.

Strategic

Strategic planning sets itself long-term goals, and also provides for the allocation of funds to achieve them and determines the most important areas further development companies. Also, and no less important, such planning involves the formation of the main mission of the enterprise, aimed at achieving its overall goal. The mission examines the status of the enterprise in detail, and also provides precise direction and orientation in order to determine precise goals and strategies for the different levels development.

Tactical

Tactical planning, in contrast to the two mentioned above, covers the medium and short-term periods, and is also aimed at the most effective and rapid implementation of these plans, specified in a set of plans for the socio-economic development of the company.

Bite-mining

These types scheduling represent a type of technical and economic, but in the conditions of modern market economy its functions were able to expand significantly, as a result of which it turned completely into an independent type of planning. There is also a whole series classifications of types and forms of planning, including reactive, interactive, proactive, inactive and many others.

Features of financial planning

Financial planning includes determining all income and areas of financial expenditure of the company to ensure its further development. The main goals of this process include establishing a correspondence between the presence of financial resources at the company, as well as the need for their availability. In addition, financial planning ensures the selection of the most effective sources of obtaining financial resources and the most profitable opportunities for their use.

Financial planning is carried out through the formation of a wide variety of financial plans, the content and purpose of which will directly depend on what tasks the planning sets itself and in relation to what objects it is carried out. The financial plan should be considered as one of real forms manifestations of the distributive nature of the finances of a particular company, it is worth noting that the financial plan appears in the form of balance sheet forms, grouping in them the items of income and expenses that are planned to be received and financed in a certain period of time.

The level of detail of the plan will directly depend on the form of documents adopted by the company, while the form of the financial plan, together with the technology for compiling and the technology for developing indicators, is not identical to the balance sheet.

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

Planning stages

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

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

Main types of planning

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

Types of planning by purpose:

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

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

Types of content planning:

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

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

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

Program-target method

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

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

Depending on the timing, this type of planning occurs:

• perspective;
• current;
• operational and production.

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

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

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

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

Directive planning

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

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

Indicative planning

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

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

Strategic planning

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

Types of planning educational activities

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

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

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

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

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

• topic of the lesson or lecture;
• educational goals expressed by the teacher’s explanations or demonstration of any visual material;
• lesson order: preparatory actions, checking the presence of students on site, monitoring implementation homework and preparation for the lesson, basic actions (reading a new topic, solving more complex tasks, laboratory work), the final stage, which often includes consolidating the material and giving home assignments.

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

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

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

Types of planning in preschool educational institutions

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

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

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

• determine the volume of the plan in teaching hours;
• come up with a topic, content, develop a lesson plan for every day;
• establish optimal forms of conducting classes, teaching methods (for Preschool educational institution is better the gaming option is just fine);

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

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

Enterprise Planning: Cheat Sheet Author unknown

4. TYPES OF PLANNING

4. TYPES OF PLANNING

Types of planning can be classified according to the following criteria. 1. Depending on the timing and degree of detail of planned calculations, planning should be long-term, current and operational. Forward planning must cover the period of the forecast action production cycle. Current planning- This is the development of plans for one year, broken down by quarter. Operational planning serves to uniformly implement the current production plan in accordance with the established product range in optimal quantity, in the required quality, on time, with the shortest production cycle duration. 2. Based on the content of development prospects and set goals and objectives, planning can be divided into strategic, tactical and business plans. Strategic planning should be aimed at finding new opportunities for the enterprise based on global goals and development objectives. Tactical planning should ensure the implementation of strategic planning goals, create prerequisites for realizing the enterprise’s capabilities to increase production volumes, increase labor productivity, reduce costs, improve product quality, reduce the need for investment, etc. Business plan is intended to assess the feasibility of implementing a particular project or investment activity. For a number of reasons, this type of planning differs significantly from the above types of production planning. 3. Depending on the mandatory nature of the planned tasks, planning is divided into directive and indicative. Directive planning provides for the unquestioning implementation of decisions that are binding on planning objects. Indicative planning is of a guiding, recommendatory nature: it may also contain mandatory tasks, but their number should be very limited. 4. In the production-structural aspect, planning can be considered: at the corporate level (for an association, concern, association, etc.); at the level of independent and economically separate units such as an enterprise, firm, separate division, branch; at the department level - workshop, section, team, workplace.

From the book Great Soviet Encyclopedia (BU) by the author TSB

From the book Urbanism. part 3 author Glazychev Vyacheslav Leonidovich

Territorial planning scheme The New Town Planning Code precisely indicated that in Soviet era called a regional planning scheme. The difference is not only this. District planning was, by definition, an instrument for implementing the scheme

From the book Enterprise Planning: Cheat Sheet author Author unknown

From the book Marketing: Cheat Sheet author Author unknown

3. PLANNING PRINCIPLES When free market relations identify six basic principles of planning. These include the principles of consistency, independence of participation, continuity, flexibility, and efficiency. In contrast, in conditions of complete

From the book Business Planning author Beketova Olga

6. TASKS AND CONTENT OF OPERATIONAL PLANNING Operational plans are the final stage of production planning and are intended to specify current (annual) plans. The objectives of long-term plans are clarified in the current ones, and the latter, in their own

From the book Enterprise Planning author Vasilchenko Maria

30. COST IN THE PLANNING STRUCTURE Cost is one of the most important indicators characterizing the efficiency of an enterprise. It reflects qualitative changes in technology, technology, labor organization and production. She serves

From the author's book

14. MARKETING PLANNING SYSTEM The objectives of planning in marketing are as follows: 1) selection of marketing strategy and tactics. This allows you to: a) avoid erroneous decisions in building the entire commercial activity of the organization; b) outline more effective ways

From the author's book

9. Objectives of business planning, its features A business plan is a brief, accurate, accessible and understandable description of the proposed business, an important tool when considering a large number of different situations, allowing you to select the most promising solutions and

From the author's book

10. Functions of business planning In modern practice, a business plan performs five functions. The first of them is related to the possibility of using it to develop a business strategy. This function is vital during the creation of an enterprise, as well as when developing new

From the author's book

1. The essence of planning in an enterprise Planning is one of the most important processes on which the efficiency of a company depends. Planning is a management function. The essence of this process lies in the logical definition

From the author's book

3. Planning methods Planning methods mean a certain method by which the planning process is carried out and specific problems are solved. In modern practice, the following planning methods are distinguished: balance sheet, normative and

From the author's book

4. Principles of planning Any theory (and science) is built on certain principles, and therefore the planning process is also based on a number of scientific principles that determine the direction and content of planning work. The following planning principles are distinguished: 1)

From the author's book

7. The essence of long-term planning Currently, the essence of long-term planning has acquired significant importance. This type of planning is different from others. Long-term plan- this is a plan developed for a period of 10-20 years (the most common

From the author's book

8. The essence of budget planning The most effective type of planning, reflecting the main goals of the enterprise and having the greatest accuracy, is medium-term planning. The plans reflect the main objectives of the enterprise and the production strategy as a whole.

From the author's book

9. The essence of scheduling The essence of scheduling is to provide each employee of the enterprise with information regarding his task and workplace for the near future, his role in the performance of work to produce the final

From the author's book

11. Planning Automation Automation is critical to the entire planning process. After all, the foundation of success and prosperity is a carefully worked out, well-founded plan, and not random wishes and ideas. Leaders, managers and