Strategic Management and Planning at a Level of Firm

Strategic Management and Planning at a Level of Firm

The PLAN:

 INTRODUCTION  
MANAGEMENT 
STRATEGIC PLANNING 
1. Essence, functions of strategic planning 
2. The purposes of the organization 
3. An estimation and the analysis of an environment 
THE CONCLUSION 
The LIST of the USED LITERATURE

INTRODUCTION

The problem of the enterprise will be to master the new markets, to satisfy needs of clients. Simultaneously she is also a problem of a management, management. Successes and failures of the enterprise is first of all successes and failures of management. If the enterprise works badly, unprofitably, his new owner changes not workers, and a management. Management means the organization of work of collective. Work at the enterprise should be organized so that she in the maximal degree corresponded to needs of employees and allowed to speed up their work and to raise its efficiency. Any accepted decision should testify in long prospect to economic advantage of the enterprise. Well, and that yields good results only at present time and for the near future, and in the separate period threatens existence of the enterprise, it is necessary to regard as erroneous. Maintenance of existence of firm in the market can be counted the main task of management. In this connection to strategic management in his work is attached great importance.

MANAGEMENT 

 Management is an independent kind of professionally carried out activity directed on achievement during any economic activities of firm, working in the market conditions, the certain planned purposes by rational use material and a manpower. Here the firm is guided by demand and needs of the market; constantly aspires to increase of a production efficiency, i.e. to reception of optimum results with smaller expenses, aspires to the economic independence providing freedom of decision-making by that who bears the responsibility for an end result of activity of firm.                                                                                                                      Management - as assumes an independent kind of professional work, that the manager is independent of the property on the capital of firm in which it works. Work of the manager is the productive work arising in conditions of a combination of hi-tech manufacture with a high level of specialization of workers, providing communication and unity of all production. Management depending on kinds and can be divided sequences of activity into 3 stages: 1) strategic management (includes development of the purpose of management, forecasting as a prediction of results of development, forward planning as system of the measures necessary for overcoming of a deviation of predicted results from the established purpose); 2) operative management (activity on realization of the above-stated measures); 3) the control (includes the analysis of the achieved results - a feedback - and acts as a starting point of a new cycle of management). Development of economic policy of firm assumes definition of the purposes of activity of firm and strategy of its development on the nearest and distant prospect, proceeding from potential opportunities of firm and security its corresponding resources. By development of strategic positions of firm usually use the certain parameters, as qualitative - reference points - more remote purpose, and quantitative - tasks. Between these parameters there is an interrelation: strategy, developed top-level, becomes the purpose and a reference point in local control links.

At calculation of this parameter on the invested capital last is defined differently: 1) own capital minus obligations; 2) own means plus long-term a duty; 3) the basic means minus amortization. At the present stage of development growing value gets perfection of economic methods of management. In this connection the increasing value is given to development of global strategy of the firm based on long-term and stable orientation of manufacture of concrete kinds of production on the certain markets, i.e. strategic planning.

 STRATEGIC PLANNING

The concept "planning" includes definition of the purposes and ways of their achievement. In the West planning of activity of the enterprises is carried out on such important directions, as selling, the finance, manufacture and purchases. Thus, certainly, all private plans are interconnected among themselves. Strategic planning represents a set of actions and the decisions undertaken by a management which conduct to development of specific strategy. These strategy are intended to help the organizations to reach the purposes. Process of strategic planning is the tool, assisting to provide a basis for operation of business.

1. Essence, functions of strategic planning                                               Strategy represents a detailed all-round comprehensive plan. It should be developed more likely from the point of view of prospect of all corporation, instead of the concrete individual. Seldom when the founder of firm presumes to combine personal plans from strategy of the organization.

2. The purposes of the organization                                                                      One of the most essential decisions at planning is the choice of the purpose of the organization. The basic overall aim of the organization is designated as mission, and all other purposes are developed for its realization. Value of mission cannot be exaggerated. The produced purposes serve as criteria for all subsequent process of acceptance of administrative decisions. If heads do not know the basic purpose of the organization they will not have a logic reference point for a choice of the best alternative. Mission details the status of firm and provides a direction and reference points for definition of the purposes and strategy on various levels of development.

3. An estimation and the analysis of an environment                                   After an establishment of the mission and the purposes the administration begins a diagnostic stage of process of strategic planning. The analysis of an environment helps to supervise external in relation to firm factors, to receive the important results (time for system engineering the early prevention on a case of possible threats, time for forecasting opportunities, time for scheduling on a case of unforeseen circumstances and time for development of strategy). For this purpose it is necessary to find out, where there is an organization where she should be in the future and that for this purpose should make a management. The analysis of an environment allows the organization to create the list of dangers and opportunities. For successful planning the management should have full representation not only about essential external problems, but also about internal potential opportunities and lacks of the organization.                                                                                                      

THE CONCLUSION        

 For the enterprise of any pattern of ownership and any scales of economic activities management of economic activities, definition of strategy, and as planning is essential. Now almost all the enterprises have realized importance of the marketing program. The majority of them should solve tactical questions since many have already faced a problem of overstocking of warehouses the production and sharp falling of demand for it. Trying to change the assortment, many enterprises making products of industrial purpose, start to pass to consumer goods. Reconstructing assortment, the enterprises began to predict beforehand selling and to find consumers of production.

 

 

 

 

 

 

 

 

 

The LIST of the USED LITERATURE

1. Parkinson, S.Nortkog, Rustomzhi M.K. / „Art of management“. Lenizdat, 1992.

2. Gerchikova, I.N.management: the textbook for high schools. M.: „Banks and stock exchanges“, 1994.

3. Kohno P.A., Mikrjukov V.A., Komorov S.E. / Management. M.: „the Finance and statistics“, 1993.

4. Ljubinova N.G. / „Management - a way to success“. M.: IN Agropromizdat, 1992.

5. V.Hojer./ „How to do business in Europe“. M.: Publishing house " Progress ", 1990.

6. Modern management: „Principles and rules“. / N.Novgorod, IKCHP, 1992.

7. „The organization, planning, management of activity of the industrial enterprises“: the textbook for high schools. / S.E.Kamenipera, F.M.Rusinova - M.: the Higher school, 1984, page 335.

 

 

 

 

 

 

 

 

 

 

 

 

Vocabulary

Word	Transcription	Translate
1. management	[ˈmænɪdʒmənt]	управление
2. economic advantage	[ˌekəˈnɑmɪk ədˈvæntɪdʒ]	экономические приемущества
3. enterprise	[ˈentəˌpraɪz]	предприятие
4. testify	[ˈtestəˌfaɪ]	давать показания
5. purpose	[ˈpərpəs]	цель
6. manpower	[manpower]	рабочая сила
7. expense	[ɪkˈspens]	расходы
8. strategic management	[strəˈtiːdʒɪk ˈmænɪdʒmənt]	стратегическое управление
9. forecasting	[forecasting]	прогнозирование
10. operative management	[ˈɑprətɪv ˈmænɪdʒmənt]	оперативное управление
11. forward planning	[ˈfɔrwərd ˈplænɪŋ]	перспективное планирование
12. feedback	[ˈfiːdˌbæk]	обратная связь
13. qualitative	[ˈkwɑləˌteɪtɪv]	качественный
14. amortization	[ˌæmərtəˈzeɪʃən]	амортизация
15. economic method	[ˌekəˈnɑmɪk ˈmeθəd]	экономический метод
16. comprehensive plan	[comprehensive ˈplæn]	комплексный план
17. estimation	[ˌestəˈmeɪʃən]	оценка
18. diagnostic stage	[diagnostic ˈsteɪdʒ]	диагностический этап
19. scientific	[ˌsaɪənˈtɪfɪk]	научный
20. ownership	[ˈoʊnərˌʃɪp]	собственность
21. major	[ˈmeɪdʒər]	большинство
22. overstock	[overstock]	затоваривание
23. warehouse	[ˈwerˌhæʊs]	склад
24. demand	[dɪˈmænd]	спрос
25. reconstructing assortment	[ˌriːkənˈstrəktɪŋ assortment]	восстановление ассортимента
26. technical potential	[ˈteknɪkəl pəˈtenʃəl]	технический потенциал
27. calculation	[ˌkælkjəˈleɪʃən]	расчет
28. unforeseen circumstances	[unforeseen ˈsərkəmˌstænsɪz]	непредвиденные обстоятельства
29. obligation	[ˌɑbləˈgeɪʃən]	обязательство
30. planning	[ˈplænɪŋ]	планирование