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

Planning stages

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

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

Main types of planning

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

Types of planning by purpose:

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

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

Types of content planning:

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

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

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

Program-target method

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

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

Depending on the timing, this type of planning occurs:

• perspective;
• current;
• operational and production.

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

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

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

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

Directive planning

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

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

Indicative planning

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

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

Strategic planning

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

Types of planning educational activities

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

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

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

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

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

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

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

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

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

Types of planning in preschool educational institutions

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

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

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

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

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

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

Planning is the formation of an image of the future in the mind of the subject. This is a mandatory prerequisite for achieving the goals set. Planning is one of the most important management functions.

The purpose of planning is to ensure the achievement of intended goals and fulfillment of assigned tasks.

The planning process consists of at least five stages:

1. Forecasting. Forecasting refers to the work done by a manager trying to look into the future. At this stage a risk assessment is given.

2. Clarification and selection of development alternatives.

3. Formulation of goals.

4. Development of an action program and drawing up a work schedule.

5. Budget formation.

Types of plans:

I By degree of coverage:

General (covering the entire field of activity of the company);

Private (covering certain areas of activity);

Strategic (search for new opportunities);

Tactical (creation of certain prerequisites);

Operational (implementation of opportunities).

III On the subject of planning:

Target (definition of goals);

Funds planning (material and labor resources, finances);

Software (planning production and sales programs);

Action planning (special sales, multi-level marketing).

IV By area of ​​operation:

Production planning;

Sales planning;

Personnel planning;

Advanced general planning.

V By timing:

Short-term – up to 1 year (semi-annual, quarterly, monthly, weekly);

Medium-term (for a period of 1 to 5 years);

Long-term (for a period of 5 or more years).

VI In terms of management structure:

General enterprise planning;

Planning of areas of activity;

Planning the work of company departments.

VII Regarding the possibility of changing plans:

Rigid planning;

Flexible planning.

The entire planning process at an enterprise is divided into 2 stages:

1) Development of a company strategy (long-term, strategic planning).

1) Determination of planning tactics (operational, tactical planning).

Planning principles (general rules for compliance with planning). The effectiveness of planning depends on their compliance:

1. The principle of unity. An organization is a system. The planned activities of any part of the organization must be connected with the planned activities of the entire organization. Changes in the plans of one of the divisions must be reflected in the plans of other divisions;

2. The principle of participation. The planning process must involve those directly affected by it. Advantages of implementing the principle: 1. Each participant acquires a deeper understanding of the organization, knowledge of various aspects of its life. The process of exchanging intra-company information is simplified. 2. Personal participation of members of the organization, including ordinary employees, leads to the fact that plans become personal plans of workers, and participation in achieving the goals of the organization brings them satisfaction. Each employee has new motives for effective work; The team spirit in the organization is strengthened. 3. Employees, engaged in planning, develop as individuals, they acquire new skills and knowledge, the horizon of personal capabilities expands, which means that the organization acquires additional resources to solve future problems.

3. The principle of continuity. The planning process must be ongoing. The uncertainty of the external environment and its frequent changes make it necessary to constantly adjust expectations regarding external conditions and correspondingly correct and clarify plans. It is also necessary to take into account the constant changes in the company's ideas about its internal capabilities.

4. The principle of flexibility, related to the principle of continuity, is to ensure that plans can change direction in response to unforeseen circumstances. From a financial point of view, ensuring this principle requires additional costs, and their level must be correlated with the likely future risk (the costs may be so high that the flexibility of the plan and the associated benefits are not worth it).

5. The principle of accuracy - plans must be specified and detailed to the extent that the external and internal conditions of the enterprise allow.

6. Reality.

7. Providing planned tasks with resources.

8. Directiveness.

Questions for consolidation:

1. Define planning as the main management function.

2. What are the stages of planning?

3. List the types of plans.

4. What are the basic principles of planning?

Please indicate one correct answer:

1. At the planning stage, the following are determined:

A) Goals of the enterprise

B) Results of the completed work

2. Plans covering the entire field of activity of the company are called:

A) Private

B) General

3. Short-term planning has deadlines:

A) 0 – 1 year

B) 1 – 5 years

B) 5 – 7 years

D) 7 – 10 years

4. Which of the following principles does not apply to planning:

A) The principle of unity

B) Principle of accuracy

B) The principle of separation of powers

D) The principle of continuity

5. Operational planning includes:

A) search for new opportunities

B) creation of certain prerequisites

Realization of opportunities

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

Resource allocation;

Coordination of activities between individual departments;

Coordination with the external environment (market);

Creating an effective internal structure;

Control over activities;

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

In general, the planning process can be distinguished:

Goal setting process (defining a system of goals);

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

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

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

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

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

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

The mission of the organization is being developed.

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

Strategic alternatives are identified.

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

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

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

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

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

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

Planning and plans

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

By breadth of coverage:

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

Planning by type of activity (planning carpet production);

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

By function:

Production;

Financial;

Personnel;

marketing.

By subfunction (for example, for marketing):

Assortment planning;

Sales planning.

By time period:

Long-term planning - 5 years or more;

Medium-term planning - from 2 to 5 years;

Short-term planning - up to a year.

According to the level of detail of plans:

Strategic planning;

Operational or tactical planning.

If required:

Directive plans for direct mandatory execution;

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

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

There are three main forms of planning organization:

- "top down";

- "down up";

- "goals down - plans up."

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

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

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

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

No matter what field of activity a person works in, he still needs to make plans. This could be a daily routine, time management, work plan, or strategic goals and objectives. In this article I will focus on the types of planning in management and try to explain what plans managers make and how to do it correctly and with the greatest effect.

Why do we make plans?

Every person has made a plan at least once in their life.
And I mean not only a written list of actions or purchases, but also a mental plan, when you tell yourself exactly what needs to be done today and in what order. Moreover, we make plans for various reasons. This saves us time, allows us to complete a number of tasks more productively or set priorities correctly.

Thus, planning is inherent in any person, and this is especially true in business. An entrepreneur needs to do dozens of things every day, and sometimes he himself gets confused in his tasks. A clear daily routine allows a businessman to navigate his affairs and not forget about one of them. The same goes for managers, especially large ones.

They, like entrepreneurs, have many tasks that need to be completed within a certain time. And if a worker has a short list of his responsibilities, then the director of a department in the company has this list 50 times longer. He can spend a little time on each task, but when there are many of them, he needs to think about how to rationally distribute his time and complete everything that needs to be done.

For big and small!

Planning must be present in both large companies and small businesses, because without setting strategic goals, your company will stop developing and will soon go bankrupt. Even in the business plan, you should have written down how the company will develop for at least a year, and then you should constantly update this plan.

And the whole point is that it is not you, as an entrepreneur or manager, who fulfill your plan, but hired performers who do not have to think at all, but only carry out mechanical work according to plan. And the more thoughtful this plan is, the more effective the work of all your employees will become.

Types of planning in management! 3 types of plans!

1. Most often, plans are short-term, i.e. determine a list of tasks for a short period of time (up to a month). These may be instructions and orders from management, orders from the owner of the organization, etc. Such plans are quite well thought out and determine the actions of the performers down to the smallest detail. Moreover, they can be not only written, but also oral, both official and unofficial.

2. Medium-term plans are not always highlighted by modern management, but they can be highlighted for a more detailed picture. As a rule, such routines determine the actions of management or performers from a month to a year. For example, this could be a plan for the construction of a small facility, a schedule for regular inspections, etc.

3. The last type of planning in management is long-term plans, or strategic ones. As a rule, they are approximate, but cover a wide range of tasks and a large time period.
Such plans are drawn up for a period of 1 to 10 years and can take into account not only changes in the enterprise itself, but also changes in the country or the world as a whole (inflation, the risk of crises, unemployment, etc.). As a rule, these documents are always official, because few bosses can and want to verbally plan their work for the next 10 years.

Alternative classification option!

In general, planning in management can be classified in different ways, and many of the modern classifications are not even practical. I would like to bring one more in this article:

1. Changeable plans.
This includes any planning whose provisions can be easily changed. As a rule, these are very rough instructions that are created for managers, not for performers. At the same time, the boss himself decides how exactly he should implement the plan, whether to change it or leave it in its original form. Basically, after studying the document, the manager publishes his own, in which he describes in detail all the actions on the part of the performer. Such plans may also contain alternatives.

For example, the owner orders to increase the production volume of product A or product B, or to increase the demand for products by reducing prices, improving quality, or marketing. In this case, the manager is faced with a choice of what exactly to do and must make the final decision. Of course, if a person cannot think, then giving changeable plans into his hands is contraindicated.

2. Sustainable plans.
This type, oddly enough, is the opposite of the first. This plan contains clear instructions for action, and no one can change it. As a rule, it is given to the final executor or a minor boss, and the person almost no longer needs to think, just follow the instructions.
On the one hand, this makes it possible to more accurately convey the wishes of management to lower employees, but on the other hand, it excludes any alternatives depending on the current situation, because no matter how smart and competent the manager is, he cannot foresee everything.

If we connect this classification with the previous one, we can say that short-term planning corresponds, in the vast majority of cases, to stable plans, while long-term planning corresponds to changeable ones. As for medium-term planning, there may be both rough instructions and strict orders.

We don't have communism!

We live in a capitalist economy, not a planned one, therefore there should not be very strict plans at enterprises. There is no need to set yourself too many strategic goals and try to fulfill them no matter what, because little will come of it.

For example, you can plan to increase profits and production volume over 5 years, but you don’t need to set clear numbers here, because you are unlikely to achieve them. You may or may not exceed your target, so there is no point in planning like this. Set the main goal or direction, and the rest depends on the abilities of you and your people.

Your business should develop freely, use every moment to develop, and exist more in the short term than in the long term.

Planning inside and out!

You can plan the company’s activities both internally and in connection with the outside world.
For example, you can issue an order to create a new department or eliminate an old one, or you can issue a decree about an attempt to take over a competitor or about a new marketing campaign.
Both types of planning need to be applied because your organization must act both internally and externally.

Who draws up and approves the plan?

As a rule, significant plans are approved by top managers or major bosses, and sometimes even by the business owner himself. Only these people are endowed with such competence and are able to understand whether a plan is good or not. As for the compilers, everything is not so simple.
In fact, any worker can draw up a plan, and if he turns out to be competent, then it will be accepted. As a rule, managers themselves do not do this, but only explain the main points to their deputies or subordinates, and they then type the text itself. After this, the document is sent straight to the boss’s desk and, with his edits and signature, comes into force.

The essence and role of planning in management

Planning as a management function

The concept of management function. Function classification

Management functions

1. The management process is revealed V its functions, which arose as a result of the division and specialization of labor in the field of management. Management functions are components of any management process.

Management function - this is a type of management activity aimed at solving a specific management problem, which is carried out using special techniques and methods.

All the variety of management functions is divided into general and specific functions.

General functions are forecasting and planning; organization, coordination and regulation; motivation; control, accounting and analysis.

To the number specific functions include production management functions (providing raw materials, technological, labor organization, etc.), economic functions for servicing production, functions of managing scientific and technological progress And etc.

Forecasting and planning - determining the goals of activity, means and methods of achieving them. Drawing up forecast plans, a strategic plan, plans for economic, scientific, technical and social development.

Organization - formation of a management structure. Ensuring connection (communication) between the object and the subject of management.

Coordination and regulation - ensuring consistency in the work of all parts of the management system (divisions, managers, management personnel). Maintaining stable production operations.

Motivation - activation of workers With the purpose of encouraging them to work to achieve the goals set in the plans, creating conditions for creative work and maintaining the constant interest of staff in the results of their work.

Control, accounting and analysis - quantitative and qualitative assessment and recording of labor results by checking and analyzing all aspects of activity and analyzing them.

A characteristic feature of general management functions is their interrelation and interpenetration

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

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

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

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

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

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

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

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