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Methodical recommendations about working out and realisation of strategic programs of development of branch

Today there are no concrete standard theoretical, or methodical approaches to formation and realisation strategic proyogramm developments GPK MZ.

Despite significant foreign and domestic experience in oblasyoti strategic planning and management, theoretical and metodicheyoskie bases of working out of strategic programs of development GPK MZ nahoyodjatsja at a formation stage.

Search optimum instyorumentov strategic planning which would answer specificity of the Russian conditions of managing is continuously conducted.

Nevertheless, in the modern scientifically-practical literature vstreyochajutsja the generalised recommendations about working out of strategic programs of development of territories, regions, branches, complexes, and separate predpriyojaty [165, 272].

First of all, on the basis of the conducted analysis, we will allocate spetsificheyoskie features of the strategic plan and its key differences from other documents:

- The strategic plan unites in itself short - sredne - and dolgosrochyonoe planning;

- Is the plan of the consecutive actions executed for achievement of delivered strategic targets, thus, proceeding from practice, it can not include detailed instructions;

- The projects included in the strategic plan have indicators efyofektivnosti which are used for realisation of monitoring and an estimation of success of process of realisation;

- Is not the law.

It is possible to allocate three successful approaches, offered for razrabotyoki strategic programs [51]:

1. A technique of working out of strategic plans MERIT 1 which is prepared by experts MTSSEI Leontyevsky the centre (St.-Petersburg) within the limits of program TASIS [144]. The indicated technique is constructed on analiyoze experience of working out and realisation of strategic plans for development of the cities sharing in project Tasis MERIT 1.

The key purpose of the project MERIT 1 is working out effektivyonyh programs and strategy of support of regions Russian Federations in the course of creation noyovyh jobs and the decision of the social and economic problems connected with re-structuring of economy.

The indicated technique is stated in 2ух heads. Chapter 1 describes key problems and principles of strategic planning in cities. TakYOzhe in chapter 1 organizational structures strategicheyoskogo planning are considered, recommendations about realisation kljucheyovyh stages of planning, such as tselepolaganie, system creation moniyotoringa and the control, the strategic analysis and drawing up strategic nayopravleny developments [144] are offered. In municipal government system the important role otyovedena to process of drawing up of the strategic plan.

In chapter 1 necessity of sharing influential komyopany, the enterprises and associations, and also the urban authorities and the population in formation and realisation of the strategic plan is marked.

The second chapter is devoted the concrete examples taken from strategicheyoskih of plans of miner's cities-participants of the project MERIT 1, and illjustyorirujushchim possible results of fulfilment indicated above processes.

Within the limits of project realisation MERIT 1 have been developed metoyodologicheskie recommendations about formation of strategic plans, and also generalisation of the international experience of working out strategicheyoskih plans [232] is conducted.

Nevertheless, this technique is largely aimed on foryomirovanie strategic plans of cities and is any branch difficultly adapted for specificity, in particular to conditions GPK MZ. It proyo
Is in absence of possibility of the account regional and branch osoyobennostej, specific barriers, priorities and problems, and also potenyotsialnyh restrictions and risks.

2. The Canadian technique of working out of strategic plans for development [51].

Strategic management and planning in Canada has appeared in chastyonom economy sector. The large part of modern researches and scientifically - the practical literature in the field of strategic planning and formiyorovanija strategic programs are business related. Nevertheless, bases of the Canadian technique are used today in many organisations razlichyonyh economy sectors, including, in the state structures, nekomyomercheskih the organisations, and also at realisation branch planiroyovanija at level of regions.

The indicated technique consists of six stages:

A. Working out of process of formation of the strategic plan. SushchestYOvennym the moment is attraction of the basic stejkholderov (otdelyonyh persons and the organisations), both in process of formation of the strategic plan, and in process of its realisation. Differently, stejkholdery should be involved at each stage of a cycle of strategic planning, in osobenyonosti at early stages. The probability of support by them of the basic initiatives and projects of the strategic plan is in that case high. A stage And zakanchivayoetsja consent achievement between all participants of process formirovayonija the strategic plan concerning process of work on the plan, model of strategic planning, distribution of responsibility and roles meyozhdu executors.

B. Environment studying. At this stage the detailed analysis of an environment and an environment of object of planning is made. The key role at this stage is taken away to interrogations and interview among the top management naiyobolee branch major concerns in region.

C. Studying of the internal environment. At this stage there is a group of persons, having the highest degree of interest in branch development, and which is responsible for such development (representatives regional orgayonov the authorities, the branch organisations, business). Potential prospects of growth of branch and possible problems of its maintenance, voznikyonovenie probable barriers, development of perspective possibilities are discussed.

D. Working out of mission, the purposes, problems and the realisation plan. At this stage preparation of the preliminary plan of realisation of the program is executed. In a general view there is a definition of priority directions of development of branch.

E. Fulfilment of the strategic plan. Discussion of preliminary recommendations about priority directions of development of branch of region, utyoverzhdenie terminology, definition of other aspects for inclusion in fiyonalnyj the project of the strategic plan.

F. Realisation of monitoring and an estimation strategic pla - on. Formation of the project of the report.

Main advantage of this technique consists in the provided comprehensive analysis of an environment (internal and external), realisation eksyopertnyh interrogations, significant amount involving stejkholderov in process of formation of the plan. At the same time, this technique has printsiyopialnyh no differences from the traditional approach to strategic planirovayoniju, in its frameworks specific methods and instrumenyoty planning are not provided. Besides, among its defects it is possible to allocate otsutyostvie a prediction phase of probable scenarios of branch development.

This technique is largely based on value judgment of the cores stejkholderov, that, on the one hand, is presented, as its dignity, but, on the other hand, can appear critical nedostatyokom. Also in the Canadian technique recommendations on formirovayoniju organizational structure of group which bears responsibility for are not indicated
Formation, realisation and the control of process of fulfilment strategicheskoyogo the plan.

3. The approach РОМ1 (planning in special territories), zakljuyochajushchijsja in integration of the strategic plans formed at each level of the power [54]. The basic feature of this approach is ispolyozovanie a plan system assuming use of a principle "from below-upwards". That is, designing it is executed, since simple elements, with gradual transition to more difficult elements. For the first time this method has been used in Holland, and today, it widely apply in many countries of Western Europe.

Prominent aspect of this approach is the decision of problems at the expense of dialogue between the "clashing" parties. The basic idea of the approach javyoljaetsja that conflicting parties are capable to reach favourable for seyobja conditions in the event that they can come to defined dogovorenyonosti [85].

All cycle of the approach РОМ1 includes three phases: an initial phase, a phase of planning and a phase of realisation of the project.

On an initial phase problems are defined, and also assumptions of the possible methods of their decision co-ordinated with all participating parties are put forward. The phase is considered finished after agreement signing between the parties which defines transition possibility to a planning phase.

Planning of actions is carried out with attraction of all zainteyoresovannyh the parties. Planning process is preceded by fulfilment mnoyozhestva the researches which duration can be various and depends on complexity of the project. In case of approval of the generated plan by all interested parties, the final agreement which together with other documents is formed in a uniform package and otyopravljaetsja on the assertion in power higher bodies is signed. After okonchayotelnogo coordination and assertions, the project passes in a realisation phase.

The analysis of the considered approaches to formation strategic proyogramm has shown, that practically all approaches and techniques have the generalised character. They do not offer concrete tools and methods formiroyovanija the strategic plan. Moreover, they badly adapt to spetsiyofike branches of regional significance.

It will be fair to generalise, that one of the basic aspects rasyosmotrennyh techniques is necessity of attraction of all zainteresoyovannyh the parties to process of formation of the program, and realisation programyomy should be constructed on partnership and cooperation principles meyozhdu various levels of the government, the enterprises, obediyonenijami and the region population.

4.3

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A source: Peshkova Galina Jurevna. STRATEGIC PLANNING of DEVELOPMENT of the MINING COMPLEX of LOCAL SIGNIFICANCE. The DISSERTATION on competition of a scientific degree of the Doctor of Economics. Kursk - 2018. 2018

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