it is the organizational plan that describes the project staff, initiators, their shares in project management, qualifications and remuneration of project managers, as well as staff motivation.

If you are writing a business plan to receive investments for the development of an already functioning enterprise, you will need to prove to potential partners that its organizational structure is as efficient as possible. If you are just planning to open a company, production or outlet, you will need to set out in detail how you are going to ensure the work of a new business.

All information relating to the management of the enterprise should be set out in a section called "Organizational Plan". Moreover, it is this point of the business plan that will pave the way for writing financial section project.

Business Plan Organization Plan Structure

1. Legal form

First of all, in this section it is necessary to justify the choice of the form of activity. Please indicate if you are individual- individual entrepreneur, or the founder of an organization - LLC or JSC. In the latter case, it is imperative to list the governing bodies and their powers, the composition of the founders and their rights and obligations. After that, it is necessary to describe the organizational structure of the enterprise.

2. Organizational structure

The organizational structure is the composition, the system of relationships and functions between the various departments of the enterprise, each of which is responsible for its field of activity and is part of the hierarchical system of the organization.

There are several types of organizational structures, namely, linear, functional, linear-functional, etc. However, whatever the type of structure, your task is to emphasize that it is as efficient as possible, namely:

• Allows you to establish interaction between all departments and employees;
• Creates favorable conditions for the manufacture of high-quality products or the provision of services;
• Contributes to the development of the enterprise, its products and services.

As a rule, the authors of a business plan depict the organizational system as clearly as possible, using a diagram or organogram. To create the latter, you will need to download a special application, while a diagram can also be created with a regular Microsoft Word document. If for some reason you cannot represent the system graphically, you can describe the structure of your enterprise in text.

With the help of this diagram, you will clearly show the composition of the organization's departments. However, you also need to describe how they are related, what are the responsibilities of each, and what are the powers and functions of department heads. This is also done in order to show investors that you are able to organize or have already organized normal working conditions and further development of the enterprise.

3. Description of the staff

After you define the structure of the organization, you need to describe the headquarters of your employees. In other words, you need to indicate what kind of specialists you will need for normal operation while mentioning necessary experience and education, planned salary and bonus system.

Special attention should be paid to the so-called management team. It includes those people who will actually manage the company, institution or outlet. So, for example, if you are the owner of a store, the team may include a director, administrator, deputy administrator.

It is also worth describing the qualifications, experience and education of each of the managers, if the personalities for these positions have already been identified, since this is often referred to Special attention your potential investors. However, don't be too optimistic - if you think that the management team will need to make the necessary modifications, it's worth mentioning that as well. This is unlikely to scare off partners, but rather shows that you have carefully analyzed all aspects of the project.

In addition to managers, you will need to list ordinary employees. The level of difficulty of this task will directly depend on whether you are planning to open a small outlet or a factory with thousands of employees. However, in both cases, the personnel description scheme is the same. You need to specify:

• The position of the employee or employees;
• Number of employees in this position (For example, 1 Administrator; 4 Cashiers);
• The monthly salary of an employee for each specialty, salary, bonus and bonus system.
• The annual salary of an employee in each specialty.

Also try to consider whether you will need to conduct additional training courses (as a rule, this is required in highly specialized enterprises). If there is such a need, be sure to indicate this in the organizational plan.

If you have to change staff in any way during the operation of the enterprise, describe in what conditions and how exactly this will be done. If you plan to hire new employees or other specialists, be sure to mention this, even if such changes may not become necessary until a few years later.

An example of an organizational plan for a clothing store

Enterprise "Beautiful clothes" is a company with limited liability and carries out activities in accordance with the Civil Code Russian Federation. The enterprise is legal entity, acting in strict accordance with the adopted Charter and the Memorandum of Association, has an authorized capital, production areas and a balance sheet.

The founders of the enterprise are:

• Limited Liability Company “Clothing Factory”;
• individual entrepreneur Ivanov A.A.;
• Glamorous Limited Liability Company.

The authorized capital of the organization is divided into shares: Clothing Factory LLC - 60%; IP Ivanov A.A. - twenty%; Glamorous LLC - 20%.

The LLC is managed by the Board of Directors, whose members are responsible for determining the main directions of development, developing and implementing plans. The profit of the enterprise is distributed among the founders in proportion to their shares.

The initiator of the creation of the store was Clothing Factory LLC. To date, the main part of the profit of this enterprise comes from the production of clothing and its sale to buyers, however this project suggests further development enterprises and the opening of a branded store "Beautiful clothes".

The activity is managed by the General Director, who is appointed by the Board of Directors. His responsibilities include: solving the main issues of the organization's activities, signing official documents, disposing of the company's property, hiring and firing personnel, appointing a commercial director. The director is also responsible for the correctness of the accounting data.

Commercial Director, in turn, performs following features: manages the organization marketing research and advertising campaigns as well as the sale of goods.

The accounting department and the chief accountant are responsible for settlements with suppliers, accounting for turnover, incoming profits, expenses, paying wages, and compiling accounting reports.

The Chief Designer manages the designers who are involved in the creation of new clothing collections and their tailoring.

Organizational structure of the enterprise "Beautiful Clothes"

Composition and number of personnel of the enterprise Table. one.

Speciality	population	Required seniority	Wage(monthly)
Gene. director			80 thousand rubles.
Commercial Director			65 thousand rubles.
Chief Accountant			65 thousand rubles.
Chief designer			65 thousand rubles.
Designers			45 thousand rubles.
Marketers			45 thousand rubles.
			30 thousand rubles.
			25 thousand rubles.
cleaners			15 thousand rubles.
Store Administrator			35 thousand rubles.
Deputy administrator			30 thousand rubles.
Sales consultants			25 thousand rubles.

In total, 29 people are involved in production and in the store itself. The expansion of the staff (hiring administrators, salespeople and cashiers) is possible subject to the opening of new “Beautiful clothes” stores.

Instruction

The development plan of the department must be written taking into account the general development plan of the company. Study and analyze it, as well as analyze the work of your unit, get a clear picture of the available labor and material resources, equipment and computers.

Determine the timing of the plan. If this is a development plan, then its term will obviously exceed a year. The optimal period will be 3 years, maximum - 5 years. Formulate the tasks that are assigned to your department, specify the deadlines for completing each task. Think over the ways and solutions that are necessary for the implementation of the tasks assigned to the department and estimate whether you have enough available labor and material resources to complete the tasks in a timely manner.

If a staffing department does not allow meeting the deadlines, then this problem can not always be solved by recruiting additional staff positions. Because the we are talking about development, include in your plan employee training, training and refresher courses. Increasing the professionalism of the department's employees should become an obligatory part of the development plan.

Think about how to draw up and implement a system of work regulations that allows you to get an objective assessment of the activities of the entire department and each of its employees. Learn the principles of the international quality management system, which has already been implemented in many Russian enterprises. Include employee certification in your plan.

In the development plan of the department, provide for the modernization of existing and installation of new equipment, facilities computer science. Think about what means software will need to be installed. Perhaps it makes sense to include in the development plan the introduction automated system accounting or information systems, the use of which will improve the productivity and quality of the department.

Schedule the implementation of the plan by month or quarter. Outline the stages and deadlines for their implementation. Appoint executors and responsible persons who will control the implementation of the stages of the plan and proceed to the planned.

If you have had to think about the fate of your country, you must have thought about the fate of your region. If you, when visiting neighboring regions, understand that everything is much better there, you should think about improving the quality of life in your region. See the instructions below for how to do this.

Instruction

Attract investment. In order for yours to prosper, it needs to be invested from outside. Just like that, of course, no one will allocate money to the region, so you need to come up with some kind of money to flow into it like a river. For example, you can organize global events in the region, for example, world or European championships. The best option, of course, is the Olympics, but here the competition is too high, since any world dreams of hosting the Olympic Games. Sports events will cause an influx of investments not only from the federal treasury, but also from various sponsors, including foreign ones, who want to show off on the banners of your sports events. region.In addition to sporting events, the influx to the region may be the opening of some kind of research center.

Limit the level of corruption. In order for the money to go to the region, and not into the pockets of officials, it is necessary to carry out a global “cleansing” of the bureaucratic ranks. The best option is until the money for development flows region.When the region receives money for targeted development, it is worth continuing to follow their path.

pay attention to strengths region. If your region is southern, then it is worth doing for the development of its agricultural program. If there are a lot of useful things in your area, or metallurgy is developed, then you should develop the industrial component of your region. And in this case, the development of industrial will have a positive effect on the development region generally.

Related videos

Sources:

• Modern instruments of state regional policy

Thinking about the future, we draw colorful pictures, but in ordinary life they rarely come true. The main problem is the lack plan individual development. Without prioritizing, we often confuse the important and significant things with voluminous, but unimportant things. Working on yourself in such a chaotic mode, it is difficult to achieve the desired goal.

Instruction

Definition of a specific goal. We choose a goal, then write on paper what is needed for this goal. Don't procrastinate, write specific steps towards the goal and everything you need to complete each step. Break a big goal down into small ones. This will help you reach your main goal faster. Be sure to include a due date. Your first basic individual plan development ready. It is recommended to make additions to it, which will more fully reveal each step.

Execution of an individual plan. The most difficult stage. It is very important to follow the plan, not to delay the implementation of specific intermediate goals. For every small goal you achieve, don't forget to praise yourself and motivate yourself. If you fail to complete the planned step or delay the deadlines, you must limit yourself in some way. In this way, you will achieve the desired result.

Related videos

Sources:

• child development plan

If you are constantly missing a working day and you are constantly forced to work in emergency mode and stay after work in order to finish things, then you should analyze this situation. It is likely that this is not happening at all because you have too much work. The reason for this may be that you do not know how to organize individual planning of your working time.

Instruction

It is not enough to outline a list of things that you are going to do in a day. An individual plan must be drawn up taking into account the fact that your performance changes during the day and, for example, in the morning and at certain hours in the afternoon it is maximum. You know yourself better, so identify these periods of increased performance. Consider in the plan those daily tasks that you must complete at a strictly agreed time.

Review your daily to-do list and prioritize those that require maximum focus. Schedule them for those hours when you can boast of high performance. Try to use them as much as possible and eliminate distractions, focus and ask colleagues not to distract you.

Form large and similar tasks into blocks, this will help you not to waste time on reorganizing. Such an organization of work on the principle of "conveyor line" will contribute to a more efficient use of working time. When changing activities, take a break - drink tea or just be distracted for a few minutes to "free" your head.

If you are working on a large and long-term project, you should not put it off until later. Include work on it in your daily plan and do some of that work every day. After a while, you will get some concrete results that will serve as an incentive to complete the remaining stages. Thus, you will exclude emergency situations and eliminate the cause of nervousness and stress.

In the event that the order does not have a specific deadline, then set it yourself and systematically work on its implementation. Those things that can be solved quickly, do it right away - after all, you still get to know them first. If possible, immediately after reading business letter or familiarization with the order, give an answer or complete the order.

Related videos

For a successful progressive development any company should have an appropriate strategy. Such a concept involves understanding the priorities of the organization and the ability to correctly determine the direction in which the company is moving. Having a development strategy allows you to make the most effective decisions in the face of insufficient information and a rapidly changing competitive environment.

Instruction

Determine the main goal to which all other tasks of the company should be subordinated. Increasing the profits of the organization should not be prioritized. Such a goal, not aimed at ensuring the interests of the consumer, will be unproductive and meaningless. The main task of business is to make the most complete satisfaction of the needs of other people in the goods and services of your company.

When preparing a document, break down the goals of the company's activities into time periods, taking into account the short and long term. Immediate goals should fit into the overall strategy, supplement and refine it.

When drawing up a strategy development take into account the opinions of the management team responsible for specific areas of work. Ask executives to comment on their vision for the business. This will help to identify a vector that can be taken as the basis of the strategy.

Try also to involve in the strategizing development other employees of the company, especially those who have not formal, but real authority in the team. Leverage the power of creatives responsible for developing new products and bringing products and services to market.

Enterprise development plan- these are the goals chosen by the company's management and the methods by which they are going to achieve them. Strategic planning creates the basis for all subsequent management steps.

In this regard, a predominant number of companies are trying to develop strategic development plans. A clearly structured system of this type of planning hides the key actions of management.

Without a strategic plan for the development of an enterprise, both companies and individuals risk being left without an understanding of the achievability of the goal and the adequacy of the chosen development path.

Such planning is essential for the management of the company's employees.

The role of plans in the development of the enterprise

In recent years, the key role of strategic behavior has become tangible. It allows organizations to win in a competitive environment in the long term. Since today the conditions for a serious struggle between competitors have developed, and the situation in the market is actively changing, managers should monitor not only the situation within the company. They need to work on a long-term plan for the development of their enterprise, which will allow them to keep pace with changes that are observed outside the company.

The need for strategic management has become urgent due to the following factors:

• new requests;
• changing consumer needs;
• growing competition for raw materials;
• changing role of human resources;
• business transition to the international format;
• development of additional business opportunities that facilitate and speed up work;
• information networks available to anyone modern technologies etc.

The strategic plan for the development of the enterprise fixes what the company must do now in order to achieve specific goals set tomorrow. This takes into account the fact that the environment and conditions in which the company exists are also in development.

It should be noted that great efforts and investments are needed to start the implementation of the enterprise development plan. Its creation and implementation is fundamentally different from the creation of long-term plans, whose execution is mandatory under any circumstances. The strategic plan for the development of the enterprise must adapt to all the changes taking place both inside and outside the organization. Obviously, this will require even more investment. Therefore, the marketing and public relations departments are of particular importance.

Strategy is recognized as one of the basic parts of this type of management. Strategic management and planning sets the goal for moving forward.

We repeat that an enterprise development plan based on the choice of goals and ways to implement them is necessary for managers to make subsequent decisions. In addition, it is important for the work of the company, stimulating employees and controlling them.

• Strategic development plan: 4 essential elements

Types of enterprise development plans

Strategic is a plan, usually calculated for no less than ten years. It sets out the company's key objectives for given term, as well as specific goals with certain time, pledged resources and overall strategy.

long-term- are formulated for several years and are aimed at solving specific business problems. These plans are included in overall plan enterprise development.

Current– detailed plans, which take into account all areas of the company and its departments for the current reporting year. Should cover sales, production, innovation, supply, promotion, employee training, and financial results.

Operational- detailed plans for the development of the enterprise, aimed at solving certain issues related to the work of the organization in a short time. Always narrowly focused, very detailed and distinguished by a large selection of proposed solutions.

Investment projects- long-term plans for capital investments necessary to create additional capacities in the field of production.

Business plan- a plan for organizing a new company, its functioning and ensuring the profitability of its activities.

What tasks does the enterprise development plan perform

1. Development of the mission of the enterprise. A clearly formulated mission of the company answers a very important question: “What will the company look like in five to fifteen years?”, That is, the manager must understand:

When developing an enterprise development plan, it is extremely important to build on the purpose of the enterprise and its purpose in business. Thus, during the mission statement, the founders and top managers will have to make a major decision. Essentially, changing the mission would mean abandoning the old venture and starting a new one, even if the name remains the same. The mission is the ideological foundation of the company, its most stable part. Hence, strategic planning is to help the enterprise in fulfilling its mission.

2. Presentation of the mission in the form of long-term and short-term tasks. A sufficiently streamlined formulation always requires certainty, that is, the setting of specific goals and objectives at the stage of drawing up an enterprise development plan. This should be done by top management. Consider examples of goals:

Strategic goals, such as beating the competition, don't lose relevance all the time.

3. Development of a strategy for achieving the set goals. The formulation of the mission and setting of tasks should end with the creation of a strategic plan for the development of the enterprise.

Strategy (as a whole) is a system of management decisions necessary to achieve the company's objectives and a specific mission.

How to write a blue ocean development plan

The blue ocean strategy is one of the most successful in terms of business profitability. It provides ample opportunity for innovation. Within the framework of the strategy, two approaches are possible. The first is when a company enters a highly competitive market and creates new niche. This is a deep blue ocean that requires a lot of investment for a full-fledged startup, which is not always possible for small and medium-sized businesses.

How to draw up a development strategy according to the philosophy of the blue ocean, the editors of the magazine " CEO”experts said.

What are the stages of developing an enterprise development plan?

Stage 1. Formation of goals for the long-term development of the enterprise. During the definition of the goal, when drawing up an enterprise development plan, the results of the company's work for a long time are assumed, guidelines and a mission are created. There are a number of rules for creating a goal:

• What is his company?
• What specific narrow areas does it serve?
• In what directions is development possible?
• increasing the professional level of training of employees;
• increase in market share, etc.;

1. Measurability of the goal - the goal is extremely clear.
2. Realistic goal - it can be achieved in a short time.
3. Comparability of goals and objectives - may include a number of tasks aimed at achieving it, that is, it is possible to create a so-called "tree of goals".
4. The specificity of the goal - it sets the purpose of the company for a certain period.

The goal is determined top management with the understanding that from now on, efforts should be concentrated precisely on its implementation. This definition is critical because the goals are:

• form the basis for planning, management and control;
• set the opportunity for the development of the company;
• are a beacon during the creation of the image of the organization.

The goal varies depending on external factors, the state business regulation system, the company's capabilities and the means of doing business used: the life of the organization, subjective factors, such as the qualifications of managers, pressure from other market players, etc.

They define 8 spaces within which any company sets goals when drawing up an enterprise development plan.

1. Place in the market (share and competitiveness).
2. The level of innovation in the processes of production and sale of products and services.
3. Income.
4. Resource intensity of production and the possibility of attracting additional resources.
5. Management mobility.
6. Qualification of employees and the possibility of changing the composition.
7. Social results of changes and dependence on them of the level of development of the company.
8. The ability to quantify the target.

Further, even before the implementation of the enterprise development plan, the goal is divided into a block of tasks necessary to achieve it, then the latter are divided into activities. Those, in turn, are specified by the target standards necessary for the ideal future of the company.

Stage 2. Substantiation of the concept of long-term development. A concept is a proposal for a development perspective. It is based on the opportunities, risks and resource potential of the future: technologies, equipment, personnel, etc. The need to realize the chosen goal requires taking into account when substantiating the concept of three basic conditions in terms of enterprise development:

• stamina economic ties in the company and outside it;
• the effectiveness of the functioning of the organization at all stages of its development;
• introduction of new strategic directions.

These conditions depend on 3 main approaches.

1. Reducing the cost of creating and selling products and services, which allows you to create competitive advantages.
2. A high degree of specialization to improve the quality of the product. Definition of the main service with further diversification of related offers. They provide synergy by creating an integrated system of production, promotion and sale.
3. Focusing on one of the market segments, studying its needs and focusing on meeting them when implementing the enterprise development plan.

Based on these conditions, it is customary to single out 4 types of basic conceptual strategies.

Concentrated growth strategy. It includes strengthening market positions, searching for territories to promote goods and services; modifying a product for sale within an existing market.

Growth strategy by increasing the number of structures(integrated growth). This includes a horizontal merger of companies engaged in the same market segment, production or sales, that is, the creation of a network. As well as vertical mergers, along the way, “production-distribution-sales”, carried out on different organizational and legal conditions. Conglomerate mergers of companies operating in different sectors of the economy can also be represented, which will increase the number of possible types of work.

Diversified Growth Strategy by introducing additional goods and services.

reduction strategy. Involves liquidation, used in the event that the company is unable to conduct this business, therefore forced to sell it in whole or in part.

It is important to note that the strategic plans for the development of an enterprise are of different levels.

1. Corporate is associated with strengthening market positions, the formation of common goals and team culture in the company.
2. Business (business strategy) is built in accordance with the areas of activity chosen by the strategy.
3. Functional, or managerial, defines approaches that ensure effective management in the implementation of business strategies.
4. The operational includes the strategy of logistics, commerce, production, marketing and is aimed at the implementation of the business business strategy.

Stage 3. Development of forecasts for the long-term development of the enterprise(at least 3 options). Forecasting the change of the company is based on changes outside it, that is, it requires:

• determination of market opportunities and its conjuncture;
• changes in quality needs for goods;
• increasing purchasing power and areas of its application;
• changes in the internal environment:
• growth in production and sales volumes;
• qualitative and quantitative changes in the resource potential;
• competitiveness and sustainability of the company.

Forecasting can be carried out according to trend models, according to target standards, using economic-mathematical, simulation and network modeling.

Its tasks include:

1. Analysis and forecasting of the economic situation within the company and outside it.
2. Analysis and forecasting of markets and logistics.
3. Development of plans for the further work of the company.

Each model assumes a separate forecast. All of them are compared and analyzed, after which the reality of the enterprise development plan in possible situations is determined. Then a decision is made as far as possible to manage the forecast indicators. In general, you need at least three forecasts: minimum, maximum and close to reality. It is better to create them for periods longer than the period of implementation of the long-term plan.

Stage 4. Evaluation and selection of the most effective and realistic forecast option, specification. In a long-term enterprise development plan, goals are expressed in terms of indicators and targets.

• Development of a manufacturing enterprise: a phased strategy

An example of an enterprise development plan from life

Consider the development plan of the enterprise of the Strobi group of companies as an example. This organization is engaged in wholesale and retail construction and finishing materials, as well as a complete set of construction objects.

1. Structure strategic planning. The most convenient and affordable planning tool is a strategic map. It includes four levels.

1. Financial goals are the amount of money that the company would like to earn after a certain period of time. The volume can be taken as a planned indicator net profit, EBITDA profit, capitalization level or any other financial parameter important for the company.
2. Business and customers are the activities and projects that the company intends to engage in during a given period.
3. Internal processes are business processes that are important to start applying for the successful operation of the organization.
4. Development and training of personnel - obtaining by employees of the company the knowledge and skills necessary to implement the strategic plan for the development of the enterprise.

During planning, it is better to move from top to bottom: at the first step, set financial goals, then identify business areas, then decide what processes need to be established, and at the last stage, plan the training of employees. However, it is necessary to carry out the planned in the reverse order: from personnel to financial indicators.

2. How to choose the right financial goals.

When determining financial goal Strobi's management has chosen the amount of net profit planned for the fifth year out of five - this is the first level of planning. The management associated the second level with the beginning of the sales organization, since the company traded exclusively in goods on a self-delivery basis. Therefore, it was important to set up the activities of representatives and administrators, as well as the acceptance of orders and payment for them, delivery, and more - the third level. The fourth level was devoted to training employees, which was necessary for the goals chosen by the company. .

Marketers made an analysis by counting possible financial indicators. It was decided to open branches in medium-sized cities where there are no other players operating at the country level. Each applicant was considered for the possibility of selling goods in the network and introducing retail, and in each of the options, sales volumes and potential profitability were studied. Only after compiling a picture of the company's development for the next 5 years and creating an enterprise development plan with stages on the way to the goal, the Strobi management submitted it for further consideration to the departments of finance and economics. Those built financial model and assessed the chances of lending and refinancing profits, after which they made adjustments to the plans of managers. Despite the fact that the originally planned income after this stage was reduced by 20%, the plan turned out to be quite realistic.

3. How ideology should help achieve financial goals

If you really want to achieve the volumes prescribed in the enterprise development plan, you need to streamline the processes within the company and create an incentive for continuous professional development of employees. Since in this case the management decided to create a network, there was a need for typing. It was decided to test the business processes at the main office and only after that transfer the practice to the branches.

Since Strobi sold goods manufactured by other companies, it was obvious that it was impossible to influence two indicators: the quality and type of goods. In addition, they did not turn out to be a unique seller for any supplier. That's why potential buyer it was possible to attract an exceptionally high level of services.

Superiority in the field of quality of services has become the main idea of ​​"Strobi", has become key task when implementing the enterprise development plan. One of his main criteria was logistics. Even if you are very polite with the client, know a lot and sell a lot, a person will evaluate the company by the quality of delivery. When the buyer receives the goods late or in the wrong volume, you can completely lose it. To become leaders in the delivery segment, it is important to train employees.

4. How to line up personnel policy to implement your plans

In this task, 3 subtasks were identified:

• training of a highly professional team;
• building employee loyalty;
• customer orientation at work.

An internal corporate university, MBA programs for senior managers and training of the rest of the staff, which were funded by the company, helped raise the level of staff.

An important matter was the creation of an incentive system. With her most of income depended on the variable part of the salary. It was issued in case of fulfillment of the plan. So purchasing managers were awarded bonuses for good performance for the execution of applications. Thus, the leaders managed to raise this figure to 100% for networks and 87% for shipments. wholesale customers. Storekeepers and selectors during manual picking were given the standard “1 error per 1000 selections”. She has been reached. The chosen credo “Favorable to me - profitable to the company” worked extremely effectively.

In Strobi, they especially tried to pay attention to intra-corporate communication. A site for internal use appeared, where, in addition to news, blocks with instructions, management orders, templates, etc. were displayed. The files had screenshots demonstrating the sequence of work. Thus, no one could claim that he had not heard something.

• Company development: 5 stages to strive for

Implementation of the enterprise development plan

An enterprise development plan makes sense only when it is effectively implemented. This means that implementation management becomes part of strategic planning and management. The effectiveness of management depends on the clarity of communicating specific goals and objectives to all departments and employees, as well as providing them with the required resources.

Among all the methods of organizing management of the implementation of the enterprise development plan, two are most common:

1. Method of budgets. Such management of the implementation of the enterprise development plan is a method of allocating resources, expressed in quantitative form. Goals are also quantified.

The budget is most widely used in the formal preparation of an enterprise development plan when it comes to managing within a company. Quantifying all resources and goals is a time-consuming but important part of planning. These quantitative indicators allow any manager to see in a complex, compare, combine different elements to ensure the success of each department and the entire company.

The procedures for the formation and approval of budgets are carried out sequentially and consist of stages.

1. Quantifying the goals of the enterprise (as a corresponding project) and transferring them to departments in the form of specific goals and objectives. The budgets of the enterprise and divisions are determined on the basis of the projected sales volume and the specific tasks of the divisions.
2. Preparation of budgets that determine the resources of units needed to perform their tasks. They are developed taking into account the time interval, including medium-term and short-term (annual, semi-annual, quarterly, etc.).
3. Analysis of the budgets proposed by the departments and the resources available to the enterprise, clarification of the distribution of resources between the departments based on the results of consideration of their proposals and the issuance of instructions to them to clarify the proposals of the departments.
4. Preparation of the final budgets of departments and the enterprise as a whole, their approval and control of implementation.

Further management is carried out in accordance with the approved budgets and the enterprise development plan. The task is to eliminate deviations from them during the implementation of specific goals and objectives.

2.Management by goals, also referred to as the MVO method, it is recognized effective method results management. Its meaning lies in the fact that the leader has formed plans that support the goals of a superior person. The activity of each manager is evaluated based on the result of his contribution towards the goals of the company and the implementation of the enterprise development plan, and not on his own characteristics and responsibilities. The basis of this principle is a clear and detailed division of goals into levels and functional areas. It is carried out from top to bottom: from top managers to lower-level managers and other employees. The method is a chain of interrelated steps. It includes:

• allocation of goals at all levels of management;
• planning steps to achieve the goals found;
• verification and evaluation of each manager;
• taking corrective actions.

The success of the method is associated with several circumstances that stimulate performers and manage them.

Its use requires the personal responsibility of each for the work needed to achieve the goals.

To increase the productivity of both managers and the rest of the staff, it is important to set clear goals. This is due to the need to apply certain efforts and the ability to predict the results.

Efficiency can be improved by providing information on the results obtained in the process of achieving goals and objectives. When this data is accurate and provided on time, it helps in the work.

Problems can stem from the following factors.

1. Lack of interest among other managers and employees in relation to the development plan of the enterprise.
2. Misperception of the essence of the method, if subordinates see in it only an increase in the controlling function.
3. Difficulties in choosing tasks caused by the inaccuracy of their systematization and evaluation.
4. Resistance of subordinates due to the increase in the volume of work with papers.
5. The level of managers that does not allow the full use of technology, the inability to choose the main and distribute the available time resources in the implementation of the enterprise development plan.
6. Low level of personal interest in completing tasks.
7. Poor understanding of the correlation of work on managing goals with other obligations that are directly included in the functionality of managers and the rest of the team, and inaccuracies in the implementation of the MVO program.

Activity planning is a part of enterprise management, which involves finding priority goals and opportunities to achieve them. This is a vast area, including a plan for the estimated costs, improving the state of the structure, ensuring the consistency of the activities of departments. At the end of the work, the achievement of the set results is monitored.

What is included in activity planning?

Planning is a managerial task. The work is carried out in three main areas:

1. Determination of the current state of the enterprise. The task is divided into assessing the economic condition of the company, determining the areas in which the company operates most efficiently. Areas in which urgent improvement is needed must also be found. Based on the current state, it is possible to establish what goals can be achieved with the available resources.
2. Definition of strategic objectives. They are calculated based on the competitive environment, technology, the wishes of management, the market situation.
3. Identification of available and required resources. The concept of resources includes technologies, equipment, and personnel.

Based on these tasks, we can derive the structure of the planning work:

• Finding realistic goals.
• Determination of indicators on the basis of which it is possible to evaluate the activities of the enterprise in terms of strategy.
• Finding a list of priority tasks that can be solved in a given situation and with available resources.
• Establish a flexible planning methodology that will achieve the goals defined earlier.

Planning is a complex task that no developing enterprise can do without.

How is a planning analysis carried out?

The analysis involves an assessment of the effectiveness of planning. To find it, you need to enter certain criteria. The simplest criterion is profitability. Consider other indicators:

• The productivity of the use of labor resources.
• The efficiency of the production departments.
• Benefit from investment activities, assets.
• Enterprise expansion.

In the early stages of planning, the manager defines goals for a given period. At the end of this period, actual performance is compared with targets. The percentage of coincidence will be an indicator of the effectiveness of the plan.

Purposes and types

Consider the main goals of planning:

• Establishment of objective perspectives of the structure.
• Rational use of available resources.
• Determination of what resources need to be acquired to achieve the goals.
• Reducing the risk of bankruptcy to a minimum.
• Full implementation of science and technology policy.
• Optimization of control measures.

Planning allows you to create an objective picture of the activities of the enterprise, to see its weaknesses.

Varieties

Planning can be divided into varieties depending on the defining features. For example, a feature is the scale of coverage. Planning, in the light of this category, is divided into the following types:

• General (involves determining the overall goals of work in all areas of the enterprise).
• Private (applies only to a specific area).

If we consider the content, the following types of planning are distinguished:

• strategic (determination of distant goals and resources to achieve them);
• operational (involves an analysis of current activities and the establishment of tactical goals);
• current (consists in setting goals for the current year).

ATTENTION! Strategic and ongoing planning complement each other. The second type is based on long-term goals.

The type of planning depends on the area in which the tasks are set:

• production part;
• financial sphere;
• staffing issues.

Planning involves determining the time period for which goals and objectives are set. Based on this, the work can be:

• short-term (from a month to a year);
• medium-term (1-5 years);
• long-term (more than five years).

Planning can be:

• rigid (that is, it cannot be adjusted);
• flexible (the plan is built taking into account possible changes).

ATTENTION! The rigid method at the enterprises is applied extremely seldom. He is difficult to follow. It is a flexible system that shows great efficiency.

Methods

The method involves a tool through which the planning of activities takes place. Several methods can be applied at once. Consider their varieties:

• Balance. The manager determines the balance between the existing needs and the resources available in the enterprise. A list of resources that are not available is determined. There are sources of their receipt;
• Settlement and analytical. It is necessary to find indicators needed to analyze the achievement of goals. Their dynamics are being studied. Indicators can be as follows: profitability, productivity, profitability, cost reduction;
• Graph-analytical. Key tool of this method - graphics. They help to determine the relationship between indicators and other factors. For example, profitability correlates with the current market situation;
• Program target. Relevant when working on programs. Essential for strategic planning. The main feature of the method is the determination of efficiency based on specific results. The manager sets a goal. It is divided into tasks and subtasks. Usually a goal solves a problem in one area. For example, a company wants to expand. The global goal is to develop new markets. The tasks may be the conclusion of contracts in other regions, the lease of premises, the solution of transport problems;
• Economic and mathematical methods. The main tool is calculation. It is carried out with the help of computers. Helps to quantify. Provides the ability to develop several alternatives, from which the best one is selected at the moment.

There are elements of planning in any organizational structure. A striking example is a business plan drawn up in the early stages of a company's operation. In fact, this is a definition of the future activities of the organization, based on objective prerequisites (for example, competition). A business plan solves several problems at once. It allows you to attract investment funds, provides a vision of the company's activities.

Usually the manager is in charge of planning. But, if the enterprise is very large, this task can be delegated to a narrower specialist. When carrying out this activity, it is important to see the real situation, build a plan based on the existing external and internal factors. All this will allow not only to bring the company to a new level, but also to do it with maximum savings, reducing the cost of achieving goals.

Types of planning. Organization plan system

1.2 Enterprise plan and its characteristics

The functioning of any enterprise implies the interaction and joint work of several links (people, departments, divisions, etc.). In order for their activities to be effective and well-coordinated, a clear statement of the task for each link is necessary, i.e. a plan is needed, developed on the basis of the mission and goals of the enterprise.

Planning is a continuous process of establishing or clarifying and concretizing the development goals of the entire organization and its structural divisions, determining the means to achieve them, the timing and sequence of implementation, distribution (identification) of resources.

· Planning is the systematic preparation of decision-making about ends, means and actions, through purposeful comparative evaluation of various alternative actions under expected conditions.

· Planning is not a single act, but a complex multi-phase, multi-link process, a set of successive steps in search of an optimal solution. These steps can be carried out in parallel, but in concert, under one common leadership.

Planning is, first of all, a decision-making process that allows to ensure the effective functioning and development of the enterprise in the future, to reduce uncertainty. Usually, these decisions form a complex system within which they influence each other, therefore, they need a certain linkage to ensure their optimal combination in terms of improving the final result. Decisions that are usually referred to as planned are interconnected with setting goals, objectives, developing a strategy, distributing, redistributing resources, defining standards in accordance with which the enterprise must operate in the coming period.

Planning as the main management process includes the development and implementation of means of influence: concept, forecast, program, plan.

Each of the means of influence has its own specifics and conditions of use. Planning predetermines a systematic understanding of the situation, clearer coordination, precise setting of tasks and modern methods forecast.

Planning in the narrow sense of the word comes down to the development of special documents-plans that define specific directions for the enterprise to achieve its goals for the coming period.

A plan is an official document that reflects the forecasts for the development of an enterprise in the future; intermediate and final tasks and goals facing him and his individual units; mechanisms for coordinating current activities and allocating resources.

The plan is closely related to concreteness, i.e. expressed by specific indicators, a certain value or parameters.

The plan becomes the basis for the activities of an enterprise of all forms of ownership and size, since without it it is impossible to ensure the coordinated work of departments, control the process, determine the need for resources, and stimulate the labor activity of employees. The planning process itself allows you to more clearly formulate the target settings of the enterprise and use the system of performance indicators necessary for subsequent monitoring of results. In addition, planning strengthens the interaction of heads of various services. Planning in new conditions is a continuous process of using new ways and means to improve the activities of the enterprise due to the identified opportunities, conditions and factors. Therefore, plans cannot be prescriptive, but must change according to the specific situation.

The plan develops tasks for all types of activities, for each link or for one type of work.

Since the plan is a promising document, for its development formulated the following requirements:

· continuity of strategic and current plans;

social orientation:

Ranking objects according to their importance;

Adequacy of planned indicators;

consistency with parameters external environment;

variance;

· balance;

economic feasibility;

automation of the planning system;

· validity of planned tasks from the point of view of a system of progressive technical and economic standards;

Resource support;

availability of a developed system of accounting, reporting, control, responsibility for implementation.

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