Planning - what is it? Types and methods of planning

Planning is the process of developing and establishing by the management of an organization a set of qualitative and quantitative characteristics that determine the pace and trends of its development, not only at the moment, but also in the long term.

Definition of the term, conditions for maximum effectiveness

Planning is the central link in the whole chain of management and regulation of the organization. That is why every structural unit (shop, laboratory, etc.) develops its own, which are then combined into a general plan of the enterprise.

Most clearly and effectively, planning performs its functions in the following cases:

• Each component of all elements is punctually justified;
• Planned tasks are accurately and timely carried out by all their participants;
• Control over the implementation of the plan is carried out continuously in conjunction with its current adjustment.

Principles of planning

To date, six general principles have been identified, which are understood as certain rules that facilitate the development of a competent program of action.

1. The principle of necessity, i.е. Mandatory use of the planning system, regardless of the type of financial and economic activities of the enterprise. The need for planning in the conditions of a modern developing market economy is conditioned by the possibility to minimize the negative impact of external factors and, conversely, to maximize their positive impact.
2. The principle of unity, ie. The compliance of the single consolidated plan of the organization with the development of its structural units (for example, thematic planning). The principle of unity is the commonality of the basic goals and plans of the enterprise, as well as the interaction of all its components. It is based on the concept of "coordination". Those. Changes made to the plans of any unit should be timely reflected in the plans of the whole organization.
3. The principle of continuity, i.e. Inextricable relationship of planning with the processes of management and organization of the enterprise.
4. The principle of flexibility, i. The ability of all components of the plan to change its direction as necessary, due to unforeseen circumstances. To ensure compliance with this principle, a certain reserve is made in the organization's plans, i.e. The possibility of making necessary changes in them.
5. The principle of accuracy, i.e. Ensuring that plans are in line with the overall objectives and capabilities of the enterprise, as well as the time frame.
6. The principle of participation, i.e. Involvement in the development of all employees of the enterprise. For example, it is reasonable to entrust thematic planning to the heads of the relevant departments for its further inclusion in the overall plan.

Types of planning in the enterprise

By the nature of the details, the plans are divided into technical-economic and operational-production plans. In the first case, the main indicators of the development of the organization are planned, and in the second case, the current tasks for its structural divisions are compiled.

By degree of uncertainty, plans are divided into deterministic and probabilistic. In the first case, we are talking about the planning of an event, the probability of which is close to unity and is confirmed by reliable information. In the second case, it is based on current information, on which it can be concluded that further development of certain indicators (for example, the coefficient of variation).

In terms of content, the plans of the company are divided into:

• business planning
• Social and labor
• Organizational and technological, etc.

By degree of accuracy, they are subdivided into specified and enlarged ones.

Planning process in the enterprise

Every enterprise, realizing such a need, regularly conducts current planning. What is the planning process in the enterprise and how does it happen? It begins directly with drawing up plans (planning system) and determining ways to achieve them. The next stage is the implementation, at the end of which the control phase and planning analysis begins, i.e. Comparison of the achieved results with the tasks set.

Planning. What are planning methods in the enterprise, their classification

The balance method involves the ratio of the needs of the company's resources and sources of their provision, as well as the correspondence between the structural sections of the plan. For example, the correspondence of the actual capacity of the enterprise to its current production tasks.

The calculation-analytical method involves calculating certain indicators of the plan, analyzing their growth or decline under the influence of external factors.

Economic and mathematical methods involve studying the performance of the enterprise, developing various options for the plan and choosing the optimal one.

Graphoanalytical method is used to visualize the results of economic analysis through graphical means.

Program-target methods - the compilation of certain development programs, i.e. A set of tasks and ways to achieve them, united by common goals and deadlines (for example, planning for each month).

Advanced Planning

The process of drawing up plans for a long period of time is a long-term planning. What is the prospect? This is what, in the opinion of management, expects the organization in the future. Perspective planning as a tool for centralized management has been used since recent times. Such plans are made for a period of 5 to 20 years and determine the overall concept of enterprise development and the structure of the most important activities to achieve the goals.

Prospective planning is divided into medium-term (5 years) and long-term (for a period of up to 15 years). In the latter case, extrapolation is widely used, which is understood as planning based on the indicators of past years.

Current planning. What is a calendar plan?

It is carried out through detailed disassembly of the operational five-year plan of the enterprise as a whole, as well as its separate structural divisions. The main components of the current production plan are scheduling (for every day, week, etc.). When they are compiled, information on the availability of orders, provision of material resources to the enterprise, utilization factor of production capacities, etc. are taken into account.

Leader participation

Moving from long-term planning to the calendar plans of the company's internal divisions, it is necessary:

• Define tasks and indicators for a certain period for each unit;
• To find and eliminate possible discrepancies between the internal plans of the shops;
• Distribute all the resources of the enterprise in accordance with its production program.

The main task of an experienced leader is to correctly combine the requirements needed to implement long-term developments, with the current tasks and needs of the organization. As a rule, a special planning center is engaged in this.