• Essence and content of strategic activity planning.
• Stages of strategic planning for the development of the company.
• Structure and content of strategic plans.

Essence and content of strategic planning

The current pace of change in the economy is so great that strategic planning seems the only way formal forecasting of future problems and opportunities.

Strategic planning provides top management with:

• means of creating a plan for the long term,
• o the basis for making decisions that help reduce risk when decision making,
• o integration of the goals and objectives of the structural divisions of the enterprise.

Strategic planning- this is the process of developing and implementing an enterprise development strategy in the future based on predicting changes in the parameters of the external environment, determining priority areas for development and methods for the effective use of strategic resources. It focuses on changes and innovations, their stimulation, is based on actions that are ahead of changing conditions. environment anticipating risks and catching opportunities to accelerate the development of the enterprise.

Differences between strategic planning and traditional forward planning:

The future is determined not by extrapolation of historical development trends, but by strategic analysis, i.e. identification of possible situations, dangers, chances of the enterprise that can change the current trends;

A much more complex process, but also leads to more significant and predictable results.

The process of strategic planning in enterprises includes the following interrelated functions:

1) determination of a long-term strategy, basic ideals, goals and objectives of the enterprise development;

2) creation of strategic business units at the enterprise;

3) substantiation and clarification of the main objectives of the marketing research market;

4) implementation of situational analysis and choice of the direction of economic growth of the company;

5) development of the main marketing strategy and integrated production planning;

6) choice of tactics and refined planning of ways and means to achieve the goals;

7) control and evaluation of the main results, adjustment of the chosen strategy and methods of its implementation.

Strategic planning, along with general ones, has special principles:

Strategic focus of environmental analysis to identify key issues that significantly affect the functioning of the enterprise, analyze development alternatives, identify opportunities for changing existing and emerging trends, etc.;

Orientation to a system of management that easily adapts to changes in the external and internal environment of the enterprise;

Optimization of the time horizon for solving strategic problems;

Focus on strategic points of growth and priority areas for the development of the enterprise and its divisions;

Ensuring optimal decentralization in organizing planning;

Relationship between strategic and tactical planning.

The main advantage of strategic planning lies in the greater degree of validity of planned indicators, the greater likelihood of the implementation of the planned scenarios for the development of events. Along with the obvious advantages, strategic planning has a number of disadvantages that limit its scope:

1. Strategic planning, by virtue of its nature, does not provide a detailed description of the future. Its result is qualitative description the state to which the company should strive in the future, what position it can and should take in the market in order to answer the main question, will the company survive or not in competition in future.

2. Strategic planning does not have a clear algorithm for drawing up and implementing the plan. The goals of strategic planning are ensured by the following factors:

high professionalism and creativity of planners;

 close connection of the company with the external environment;

active innovation policy;

inclusion of all employees of the enterprise in the implementation of goals and objectives strategic plan.

3. The process of strategic planning requires significant resources and time for its implementation compared to traditional advanced technical and economic planning.

4. The negative consequences of strategic planning, as a rule, are much more serious than traditional long-term ones.

5. By itself, strategic planning cannot bring results. It should be complemented by mechanisms for the implementation of the strategic plan.

Strategic plans of enterprises are needed not only by him. They should serve as a basis for developing and refining forecasts of the economic and social development countries. At the same time, the exchange of reliable information between enterprises and higher authorities and market infrastructure should be voluntary and mutually beneficial.

Stages of strategic planning for the development of a company

Strategic planning has its own technology. The strategic planning process includes the following steps:

Defining the mission of the enterprise (firm);

Formulation of goals and objectives of the functioning of the enterprise;

Analysis and assessment of the external environment;

Analysis and evaluation of the internal structure of the enterprise;

Development and analysis of strategic alternatives;

Choice of strategy.

Strategic planning is the most important function of strategic management. The process of strategic management, in addition to strategic planning, also includes the implementation of the strategy, evaluation and control of the implementation of the strategy.

Consider main components of strategic planning.

1. Defining the mission of the enterprise

This process consists in establishing the meaning of the existence of the enterprise, its purpose, role and place in a market economy.

The strategic mission of the enterprise is important for both internal and external areas of the enterprise. Within the enterprise, its clearly articulated strategic mission provides staff with an understanding of the enterprise's goals and helps to develop a unified position that contributes to the strengthening of the enterprise's business culture. Outside the enterprise, its well-defined strategic mission contributes to strengthening the overall image of the enterprise and creating its unique image, explains what economic and social role it seeks to play and what perception from the buyers it achieves.

The definition of the strategic mission of the enterprise is based on four mandatory elements:

history of the enterprise;

 areas of activity;

priority goals and limitations;

 basic strategic aspirations.

2. Formulation of goals and objectives of the functioning of the enterprise

Goals and objectives should reflect the level to which customer service activities need to be brought. They should create motivation for people working in the firm.

The requirements for goals are:

 functionality - goals must be functional so that managers at various levels can transform the goals that are set at a higher level of management into tasks for lower levels;

 selectivity - goals should provide the necessary concentration of resources and efforts. In conditions of limited resources, the main production tasks should be allocated, on which it is necessary to concentrate human, financial and material resources. Therefore, goals should be selective, not all-encompassing;

 plurality - it is necessary to set goals in all areas on which the viability of the enterprise depends;

 achievability, reality - an unrealistic goal leads to demotivation of employees, to the loss of their orientation, which negatively affects the activities of the enterprise. Therefore, goals should be tense enough so as not to discourage employees. At the same time, they must be achievable, that is, not go beyond the capabilities of the performers;

flexibility - the ability to adjust goals in accordance with changes in the external and internal environment of the company in the process of their implementation;

 measurability - the possibility of quantitative and qualitative assessment of goals both in the process of setting them and in the process of implementation;

Compatibility - all targets in the system must be compatible. Long-term goals should correspond to the mission of the enterprise, and short-term - long-term;

 acceptability - this quality means the compatibility of the company's goals with the own interests of its owners and employees, as well as taking into account the interests of partners, customers, suppliers and society as a whole;

 specificity - this characteristic of the goals helps to unambiguously determine in which direction the company should operate, what needs to be obtained as a result of achieving the goal, in what time frame it should be implemented, who should implement it.

There are two approaches to the process of structuring goals in planning: centralized and decentralized;

1. The centralized approach assumes that the system of goals at all levels of the firm's hierarchy is determined by top management.

2. With a decentralized method, all lower levels participate in the process of structuring along with top management.

From the point of view of goal justification technology, the algorithm for their structuring includes four successive stages:

Identification and analysis of trends in the external environment;

 Establishing the final goals of the company;

 building a hierarchy of goals;

 setting individual (local) goals.

3. Analysis and assessment of the external environment

The analysis of the external environment involves the study of its two components: macroenvironment and microenvironment (environment of the immediate environment).

Analysis of the macro environment includes the study of the impact on the firm of such components of the environment as:

The state of the economy

Legal regulation,

political processes, natural environment and resources

The social and cultural components of society,

Scientific and technological level,

Infrastructure, etc.

The environment of the immediate environment of the enterprise, i.e. The microenvironment of an enterprise consists of those market participants with which the enterprise has direct relations:

Suppliers of resources and consumers of its products,

Intermediaries - financial, trade, marketing, state economic structures (tax, insurance, etc.);

competing companies,

Funds mass media, consumer societies, etc., which have a certain influence on the formation of the image of the enterprise.

4. Analysis and evaluation of the internal structure of the enterprise

An analysis of the internal environment allows you to determine the internal capabilities and potential that a company can count on in the competition in the process of achieving its goals.

The internal environment is investigated by following directions:

Research and development,

Production,

Marketing,

Resources,

Product promotion.

The analysis carried out in strategic planning is aimed at identifying threats and opportunities that may arise in the external environment in relation to the firm, strengths and weaknesses owned by the firm. To analyze the external and internal environment in strategic planning, methods such as:

SWOT analysis method,

Thompson and Stickland matrix,

Matrix of the Boston Advisory Group, etc.

The most common method for studying the internal environment of an enterprise is the SWOT analysis method. It can be carried out from 1-2 hours to several days. In the first case, conclusions are drawn on the basis of an express survey, in the second case, on the basis of studying documents, developing a model of the situation and a detailed discussion of problems with stakeholders. At the same time, a quantitative assessment of strengths and weaknesses makes it possible to set priorities and, on their basis, allocate resources between different areas of economic growth. Next, they formulate the problems that can arise with each combination of strengths and weaknesses of the enterprise. So get the problem field of the enterprise.

Along with the methods of studying the threats, opportunities, strengths and weaknesses of the company, the method of compiling its profile can be applied. With its help, it is possible to assess the relative importance for the company of individual environmental factors.

5. Development and analysis of strategic alternatives

At this stage of strategic planning, decisions are made about how the firm will achieve its goals and realize the corporate mission. The content of the strategy depends on the situation in which the company is located. When developing a strategy, a firm usually faces three questions:

1. what activities to stop,

2.what to continue,

3.Which business to go to?

In a market economy, there are three directions for the formation of a strategy:

Achieving leadership in minimizing production costs;

Specialization in the production of a certain type of product (service);

Fixing a certain market segment and concentrating the firm's efforts on this segment.

6. Choosing a strategy

To make effective strategic choices, top-level executives must have a clear, shared vision for the firm. Therefore, the strategic choice must be definite and unambiguous. At this stage, from all the strategies considered, one should be chosen that best meets the needs of the company.

The considered stages of developing a strategic plan and the form of its presentation are of a general nature and can be modified in accordance with the specifics of a particular enterprise.

Lecture, abstract. The essence and content of strategic planning - the concept and types. Classification, essence and features. 2018-2019.

Structure and content of strategic plans

The concept and content of the strategic plan of the organization

The main document of strategic planning in the enterprise - strategic plan. His structure could be the following:

Foreword (summary);

1.Goals of the enterprise

2. Current activities and long-term goals

3.Marketing strategy

4. Usage strategy competitive advantage enterprises

5. Production strategy

6.Social strategy

7.Strategy of resource support for production

8.Strategic financial plan enterprises

9.R&D strategy

10.Strategy of foreign economic relations of the enterprise

11. Management strategy

Application.

The preface characterizes the general state of the enterprise:

 types of manufactured products, their significance in terms of competitiveness, quality and safety of use,

main technical and economic performance indicators for the last 5 years and for the planned period,

a brief description of resource potential,

Key indicators of technology, organization, management.

The preface should be short, businesslike, specific. It is developed last, after substantiation of all sections of the strategic plan.

1. In the section "Goals and objectives of the enterprise" they formulate the goals of the enterprise, determine its organizational and legal form, charter and features.

The most significant in market conditions are financial goals:

Volume of sales;

The amount of profit;

Sales and profit growth rate;

The rate of return on all capital (or all assets);

The ratio of profit to sales volume.

2. In the section "Current activities and long-term tasks":

disclose the organizational enterprise structure,

 characterize the manufactured goods, their competitiveness in the specific markets,

 show the company's connections with the external environment, verified partners,

consider technical and economic indicators entrepreneurial activity over the past 5 years and into the future.

3. Section "Marketing strategy" includes the development of the following components.

 Product strategy - develop standard solutions (approaches) on modification, creation of a new product and withdrawal of products from the market.

targeted programs - in the practice of Russian enterprises, such targeted programs as "Health", "Housing", etc. are developed;

social protection of employees - it is advisable to establish at the enterprise at the expense of profit additional compensation workers, pensioners, women-mothers, to provide workers with products and goods of prime necessity and increased demand.

7. In the section "Strategy of resource support for production" highlight:

resource provision of production and bottlenecks in the organization of the use of production potential;

development of a new strategy for providing production with all types of resources;

feasibility study and coordination of measures to implement a new strategy for ensuring production.

8. In the section "Strategic financial plan of the enterprise" form and determine the use of financial resources to implement the strategy of the enterprise. This allows you to create and modify financial resources, define them rational use to achieve the goals of the enterprise in a changing environment. Development financial strategy should be preceded by a deep economic analysis of the enterprise, including an analysis economic activity and determining its financial capabilities.

9. In the section "R & D strategy" consider the activities of the enterprise aimed at creating new technologies and types of products. This section highlights the following components:

1. Technological forecasting and planning.

2. R&D structure.

3. R&D management.

The specifics of the work requires an adequate management system, flexible, able to make the best use of the qualification potential, with an informal organizational structure, readiness for rapid restructuring, strict control over the timing and efficiency of the work.

When developing a strategy, capturing changes in the internal and external environment in a timely manner allows you to reduce losses or gain benefits based on response actions. A special role in the trapping mechanism is occupied by Information system, which should be the same for the entire control system.

Reformulation is the process of revising the goals and developing an adjusted strategy for the development of the enterprise. However, reformulation is not a strategy-making process, because it does not affect all the elements of the strategy, but only corrects it.

One of the most complex processes in management strategy, putting the strategy into action. New goals are not always correctly perceived by the employees of the enterprise, since they do not affect their interests. In addition, people get used to working in conditions of stability, so the introduction of a new strategy meets resistance on their part. There is a need to control resistance.

Applications usually contain the following materials:

Characteristics of competitors;

Instructions, methods, standards, descriptions of technologies, programs and other supporting materials;

Initial data for calculations;

Explanatory notes, etc.

The given composition and content of sections strategic plan exemplary. At a particular enterprise, managers, taking into account the recommendations guidelines planning, independently build a strategic plan.

Formation of economic strategy in general view can be defined as the process of developing goals for the development and functioning of an enterprise for a certain period of time, as well as ways to use funds to achieve the goal.

The choice of an economic strategy depends on many conditions: the forms of competition and the degree of its rigidity, the rate and nature of inflation, the economic policy of the government, comparative advantages in the world market, and other so-called external factors, as well as internal factors related to the capabilities of the enterprise itself, i.e. its production and .

The process of forming the economic strategy of the enterprise includes:

• formation of a common, basic strategy;
• formation of a competitive strategy;
• definition of functional strategies.

Types of enterprise strategies

Basic strategy - a strategy that is formed depending on changes in the external and internal environment; represents a general concept of the company's behavior at a given stage of its functioning.

Growth strategies are strategies that increase the size of the firm and require sufficient resources.

Strategies for stability - focus on existing areas and their support.

Survival strategies - an attempt to adapt to existing market conditions and abandon the old methods of management.

Reduction strategies - strategies used when the existence of the firm is threatened.

Defensive strategies - strategies that reflect the company's response to the actions of competitors and indirectly to the needs and behavior of the consumer.

Offensive strategies - strategies that require credit investments and, therefore, are more applicable to firms that have a sufficiently high financial potential, qualified personnel.

Strategies of the first type - strategies aimed at obtaining long-term profit, increasing sustainability financial position firm, its competitiveness over a relatively long period of time.

Strategies of the second type— strategies aimed at optimizing current financial indicators, maximizing short-term profits and.

Competitive strategy

Basic strategy of the enterprise

Basic strategy is formed depending on changes in the external and internal environment, representing a general concept of the company's behavior at this stage of its functioning.

There are the following basic types of basic strategies.

Growth Strategies involve an increase in the size of the firm and require sufficient resources. These strategies include: concentrated growth strategies; integrated growth strategies; strategies for diversified growth and strengthening of market positions.

The main features of such strategies are:

• diversification by absorbing less powerful competitors (conglomeration);
• opening of new productions;
• inter-firm cooperation and cooperation in order to control markets and resources;
• foreign economic activity as an element of geographical expansion.

Strategies for stability - it is a focus on existing activities and their support. Stability strategies are formulated by firms in conditions when growth strategies are unacceptable due to external circumstances (a period of economic recession or increased intra-industry competition, etc.). Another important factor in the need for stabilization is the problem of loss of control and control over the activities of the firm that arises as a result of expansion and growth. The need to adjust goals, restructuring organizational structure forces management to apply tactics to maintain the achieved growth rates. The main features of such strategies are:

• transition to a new mode of resource use;
• savings by reducing the costs associated with the need to conclude new contracts, the costs associated with market research, representation costs and similar types of costs;
• strategic shifts towards strengthening management functions.

Survival strategies - it is an attempt to adapt to existing market conditions and abandon the old methods of management. Survival strategies are formulated by firms in the context of a clear understanding of their insignificant capabilities, rather low competitiveness and the need to ensure at least minimal implementation their goals. These strategies include the “harvest” strategy, the cost reduction strategy, etc. The main features of such strategies are:

• maintaining the technical level of production;
• timely detection of crisis tendencies at the earliest stages;
• redesign of production and other business processes;
• retention of qualified specialists and prevention of mass layoffs.

Reduction strategies used in cases where the existence of the firm is threatened. They are characterized by the fact that the level of goals pursued is set lower than that achieved in the past. In this case, one can apply strategy liquidation and, if means and possibilities permit, view change strategy business. The main features of such strategies are:

• refusal to produce unprofitable products, excess labor, poorly functioning distribution channels, etc.;
• sale of part of the company's assets, as a rule, unprofitable;
• carrying out the insolvency (bankruptcy) procedure.

Each type of general, basic strategies contains several options. The firm can choose overall strategy or use in certain combinations of their various types.

The basic strategies of the firm are specified by developing competitive strategies.

Competitive strategy of the enterprise

- long-term measures of an offensive or defensive nature, designed to strengthen the position of the company, taking into account the factors of intense competition.

The formation of a specific strategy of the enterprise is aimed at achieving its competitive advantages.

In economic practice, there are four levels of competitiveness of enterprises. The first level of competitiveness can be attributed to small enterprises that have received a "niche" of the market. They see their task only in producing products of a certain type, clearly fulfilling the planned production plan, not worrying about any surprises for consumers and competitors. However, as soon as such an enterprise begins to grow, increase the scale of its production, then either it outgrows the “niche” of the market for which it originally worked and enters competition in another market segment, or the initial “niche” of the market develops into a growing market and becomes attractive to other manufacturers. In this case, care must be taken to obtain comparative advantages, to surpass the standards proposed by competitors in the field of quality, delivery accuracy, prices, production costs, service levels, etc. Therefore, the best option for an economic strategy for enterprises of this level is the constant search for more and more "niches" of the market. It is this approach that is the simplest form diversification of production and economic activities of enterprises, allows them to maintain their competitiveness and stay afloat.

The enterprises of the second level have received the name "following the leader". They strive to borrow as much as possible all those techniques, technologies and raw materials, methods of organizing production, as the leading enterprises of the industry. However, many of them inevitably find themselves in a situation where such stereotypes of business imperatives, based entirely on borrowing best practices, no longer work, do not add competitiveness to enterprises even with the slightest increase in intra-industry competition. Thus, they gradually evolve to the third level of competitiveness, at which the management system begins to actively influence production systems contributes to their development and improvement. Success in the competitive struggle of enterprises of this level is no longer so much a function of production as a function of management (it depends on the quality, efficiency of management and organization of production in the broadest sense). Enterprises that have managed to achieve the fourth degree of competitiveness are ahead of the competition for many years. In fact, these are world-class companies known in all countries for their products of the highest quality.

Economist M. Porter identified three main strategies that are universal and applicable to any competitive force. It's a cost advantage, differentiation, focus.

Cost advantage creates greater freedom of choice of action as in pricing policy, as well as in determining the level of profitability.

Differentiation means the creation by a firm of a product or service with unique properties.

Focusing - it is a focus on one of the market segments, on a specific group of buyers, products or on a limited geographical sector of the market.

From the position of production efficiency, two types of economic strategies are distinguished (Fig. 1).

Rice. 1. Types of economic strategies from the standpoint of production efficiency

Strategies of the first type aimed at obtaining long-term profit, increasing the stability of the financial position of the company, its competitiveness over a relatively long period of time. These include:

• minimization of production costs - profit growth occurs due to lower labor costs, the use of more productive equipment, more economical types of raw materials, economies of scale in production;
• share expansion market - increasing the efficiency of production due to a higher share of newly created value (conditionally net products) in the total volume of sales, accelerating the turnover of the company's capital. The strategy involves achieving competitive advantages by improving the quality of products and the level of customer service, as well as reducing the costs associated with the sale of products;
• innovative programming R&D — focused on the creation and implementation of advanced technologies and the development of fundamentally new types of products more High Quality that have no analogues on the market.

In practice, strategies of the first type are often intertwined: a firm that has entered the market with innovative products must eventually reduce production costs in order to increase market share.

Strategies of the second type are aimed at optimizing current financial performance, maximizing short-term profits. Among them are:

• strategy maximization (artificial overestimation) of production costs - an increase in production costs (for example, as a result of rising prices for raw materials and materials) with weak intra-industry competition (for example, with high import duties) is included in the price and passed on to the consumer. The firm is not interested in reducing production costs;
• simulation programming R&D — updating the assortment due to “cosmetic” improvements of products already on the market (packaging, color, design, etc.);
• portfolio management strategy capital investments - buying up and selling of existing enterprises and assets of firms, mergers and acquisitions of some firms by others through operations with securities on the stock exchange are carried out. Given the strategy, there is a non-productive diversion of capital. The main focus is on optimizing the current financial performance of the company, stable payment of high dividends, and not on increasing the value of the company's shares.

Alternative is the most important distinguishing feature of the formation of strategies. The process of analysis of alternatives is associated with the classification and ranking of problems, comparison of actual data with forecast indicators, selection of the most significant factors and conditions for solving the tasks. The most famous methods of analysis of alternatives are: situational analysis; STEP analysis; SWOT analysis; GAP analysis.

The situational analysis technique is based on a consistent consideration of the elements of the external and internal environment and the assessment of their impact on the company's capabilities.

STEP-analysis is aimed at assessing significant changes and new trends in the external environment, as well as determining their significance for the company.

The essence of the SWOT analysis technique is to identify and evaluate the strengths and weaknesses of the company and correlate them with the opportunities and threats of the market. The analysis is carried out in five functional areas - marketing, finance, production, personnel, organizational culture and image.

GAP analysis is an analysis of the strategic "gap", which allows you to determine the discrepancy between the desired and the real in the company's activities.

The choice of method depends on the stage life cycle firm, features of the internal and external environment, the period for which the strategy is being developed, etc.

Strategies are specified in the company's plans for the production and sale of products, logistics, labor and personnel, production costs, finance, investment, and social development.

Russian firms are successfully mastering the experience of Western companies in the field of strategic planning. In 2008, two Russian companies— UralSib Corporation and Life Financial Group — were among the best strategic oriented companies world and were accepted into the Balanced Scorecard Hall of Fame, which includes such "masters" of global business as Canon, Dupont, Nordea, Motorola, Siemens, HSBC, LG Philips.

By the nature of interaction with the external environment There are two groups of competitive strategies strategies: defensive and offensive.

Competitive strategies of the firm can be divided into two groups: defensive and offensive.

Defensive strategies reflect the company's response to the actions of competitors and indirectly to the needs and behavior of the consumer.

offensive strategies usually require credit investments and, therefore, are more applicable to firms that have a sufficiently high financial potential and qualified personnel. Offensive strategies are usually growth strategies.

Functional strategy of the enterprise

Functional strategies are sets of measures and programs for individual functional areas and departments of an enterprise. They are of subordinate importance and are, in essence, resource programs that provide practical implementation general, basic strategy. The main areas of activity of the enterprise are production, marketing, research and development (R&D), finance, management. Hence the main components of the functional (economic) strategy.

The production strategy is focused on decisions about the necessary capacities, placement industrial equipment, basic elements production process. The R&D strategy summarizes the main ideas about a new product, from its initial development to its introduction to the market.

The financial strategy develops the rules for the behavior of an enterprise in the money and securities market, selects the preferred forms and methods of lending and the use of financial resources.

The marketing strategy determines the trade and marketing activities of the enterprise, the factors for promoting goods and services on the market.

The personnel management strategy allows solving the problems of increasing the attractiveness of work, motivation, optimization of labor processes and the number of personnel.

It is important to consider the process of forming economic strategies from the standpoint of production efficiency.

In market conditions, if available competitive environment the growth of production efficiency can be carried out mainly within the framework of such economic strategies that are aimed at obtaining long-term profits, at increasing the stability of the financial position of the enterprise and its competitiveness for a relatively long period of time.

An enterprise can ensure high profitability in the short term without resorting to increasing production efficiency, and ultimately at the cost of weakening its position in the competition in the future. And vice versa, for a relatively long period of time to ensure its competitiveness, to achieve higher cumulative profits (for several years, usually from 7 to 12), instead of looking for momentary benefits, an enterprise can only by increasing production efficiency on an ongoing basis.

Measures to improve the efficiency of production, its further intensification ultimately require the technical modernization of production, the introduction of the achievements of scientific and technical progress and an adequate restructuring of management systems and labor organization. And this, in turn, means a long period of capital turnover, cost recovery and obtaining, possibly, higher profits, but over a relatively long period of time. Such strategies, within the framework of which the expanded reproduction of capital is carried out, we will call strategies of the first type. But the implementation of strategies of this type is not only associated with large initial investments, but also leads to changes in the very conditions for the reproduction of individual capital, to which the management of enterprises is forced to react accordingly.

Strategies of the second type are aimed at optimizing current financial performance, at maximizing short-term profits by maneuvering the economic structure of the enterprise (its assets), artificially inflating product prices.

In market conditions, both types of economic strategies in enterprise management are intertwined and their separation is rather arbitrary. Therefore, for the dynamics of production efficiency, it is important not to strictly follow the management of the enterprise to one or another type of economic strategies, but, firstly, their correlation in intra-company management, and secondly, the compliance of the chosen strategy with the tasks of strengthening the competitiveness of the enterprise in the market, and therefore technological order, economic specifics, those comparative advantages that a particular enterprise currently has.

Naturally, within the framework of each type of strategy, one can single out many of them. various kinds corresponding to the economic and production specifics of the enterprise. The first type of strategy is:

• strategy for minimizing production costs;
• a strategy for increasing the share of the sales market controlled by the enterprise (“market share” strategy);
• strategy for innovative R&D programming.

At minimization of production costs profit increases as a result of a decrease in the cost of advanced capital. The increase in production efficiency occurs as a result of a decrease in total labor costs, the use of more productive equipment in production, more economical types of raw materials and materials, an increase in the concentration of production, an increase in the serial production of products using equipment of a larger unit capacity (i.e. obtaining the so-called economies of scale production).

strategy aimed at expansion of the market share, contributes to increasing the efficiency of production due to a higher share of newly created value (conditionally - net products) in the total volume of sales, the growth rate of enterprises' turnover. The growth of the market share is directly related to the achievement of superiority over competitors. And this is largely due to the improvement of consumer qualities, the technical level of products, the quality of customer service, which favorably distinguish the products of this enterprise, with the implementation of its other comparative advantages. The implementation of this strategy can also help improve production efficiency by reducing unit costs for the sale of products (i.e., by reducing inventory, storage costs, etc.).

As part of innovative programming R&D, focused on the creation and production development of innovations, not only the creation and implementation of advanced technologies is carried out, but also the development of fundamentally new types of products, of higher quality and having no close analogues on the market. This strategy has a positive impact on the dynamics of production efficiency by both reducing costs (development of new technologies) and increasing the result. In market conditions, in order to successfully fight competitors, enterprises at high rates of scientific and technical progress are forced not only to adapt to the existing product structure, but often to radically change it, forming markets for new goods and services.

Naturally, in real economic practice, these types of strategies of the first type are closely intertwined. So, as the production of new products increases, their competitors master them, a pioneering enterprise in this market, in order to maintain or increase its market share, must take care of a more acceptable price level for consumers (under conditions of choice), and hence minimizing production costs.

Type II strategies include:

• the strategy of maximizing (artificially inflating) production costs and shifting the growth of production costs to the consumer (CPM, from the English cost pass-along management),
• simulation programming R&D;
• strategy for manipulating the "portfolio of capital investments".

Strategy maximizing production costs is aimed at increasing profits through government or other subsidies in the absence of direct (intra-industry) price competition.

Under the CPM, an increase in production costs, for example, as a result of rising prices for raw materials and materials, and again with a weakening of intra-industry competition (for example, when introducing high tariffs on imports of finished goods), is directly included in the price of products, i.e. passed on to the consumer. In conditions of high inflation rates and rapid depreciation of investments with a long payback period, they try not to replace those types of resources whose prices have increased, or not to start introducing new resource-saving technologies if this requires large capital investments. There is only an adjustment of selling prices with a constant level of production efficiency.

With R&D simulation programming, the economic result is achieved by updating the product range due to “cosmetic” improvements in products already on the market (packaging, design, color, etc.). It is possible to get short-term profit within the framework of such a strategy, but it is unlikely that it can ensure the competitiveness of the enterprise in the long term. Moreover, there will be no noticeable changes in the level and growth rate of production efficiency in this case, since the ratio of costs and results does not change. In essence, R&D simulation programming is one of the manifestations of the CPM strategy, but already in relation to a predominantly non-price form of competition.

The strategy of manipulating the "portfolio of capital investments", which includes the purchase and sale of existing enterprises and assets of firms, mergers and acquisitions of some firms by others through operations with securities on the stock exchange, negatively affects the dynamics of production efficiency due to unproductive diversion of capital: technical modernization production capacity, there is no increase in capital investments in the development of production, and financial resources are used only for the redistribution of the existing production apparatus among the owners of the means of production. The main emphasis is on improving the current financial position of the enterprise, on increasing its ability to meet the needs of that part of shareholders who are primarily interested in stable receipt of high dividends or in playing on fluctuations in the share price, but not in a long-term increase in the value of the company's securities. .

The predominance of each type of strategy is determined by the action of a number of factors in the economic activity of enterprises.

The most important factor determining the ratio of the two types of economic strategies is the degree and main forms market competition. The so-called perfect price competition of producers within the same industry forces the management of the enterprise to look for ways to reduce production costs, to implement innovations that contribute to this. Thus, a high degree of intra-industry price competition is an important condition for improving production efficiency and diversifying economic activity.

However, under certain circumstances that distort the conditions of intra-industry competition (high inflation or barriers to imports, peculiarities of tax policy, etc.), enterprises may prefer another way of diversification: the sale or acquisition of existing enterprises and production capacities in other industries instead of creating new products.

Another important factor determining the dominance of one or another type of economic strategies is the ratio of the growth rate of the cost of labor and the active part of fixed capital, which directly replaces human labor. This ratio largely determines the extent to which the enterprise will carry out mechanization and automation of production, introduce new labor-saving equipment and technology. If a wage increases at a faster rate than the value of the active part of fixed capital, then management firms have more incentives to increase investment in new equipment and technology, since this leads to a general decrease in the level of production costs.

The time factor is of great importance for the process of forming economic strategies in market conditions. In view of the relatively long period of fixed capital turnover, the existence of a significant lag in making a profit from investments in production equipment and the development of new products and technologies, the predominance of strategies of the first type implies, in addition to low inflation, a certain stability of the economic situation, a relatively low degree of risk of new investments.

An increase in the rate of inflation may force enterprises to refuse to invest in the development and implementation of large-scale projects for the restructuring of the production apparatus, since the real profit that can be received in a few years will be significantly reduced. Hence the desire of enterprises to invest in projects that pay off quickly, even to the detriment of increasing production efficiency, or even to take funds away from productive use. On the other hand, the depreciation of the securities of enterprises relative to their assets or the artificial inflating of the share price on the stock exchange in comparison with the real value of assets makes operations in the fictitious capital market much more profitable (in terms of maximizing current financial results commercial activities) rather than acquiring existing businesses or creating new ones.

In connection with this factor, the ratio of the two types of economic strategies may also be influenced to a certain extent by the structure of companies' assets. Thus, a high share of equity capital in the assets of an enterprise can objectively force managers to focus on strategies of the second type, to obtain short-term profits. The economic policy of the government, the efficiency state regulation market.

AT modern conditions of great importance is the state stimulation of the restructuring of industry, ensuring an intensive intersectoral overflow of labor and capital, and the predominant development of the latest industries (industrial policy with the allocation of priority sectors).

For a real increase in production efficiency, the interest of the management of enterprises in investing in the expanded reproduction of fixed capital, focusing on strategies of the first type, is not enough, just as it is not enough just to purchase equipment to get the final product. To do this, it is also necessary to organize the process of introducing and using production equipment, and the level and dynamics of production efficiency will depend on the quality of intra-company planning, on management systems and structures, forms of organization and stimulation of labor. The development and improvement of intra-company planning, in turn, depend on which type of economic strategies is dominant. With the dominance of strategies of the first type, development is carried out at a more intensive pace, it requires the involvement of an increasing amount of resources (primarily human resources), and with the predominance of strategies of the second type, development occurs at a slower pace.

Stages of development of the economic strategy of the enterprise

Each enterprise, regardless of the scope of its activities and the scale of production, must plan its activities. Planning - it is the process of forming goals, determining priorities, means and methods for achieving them. The planning process covers a number of areas. It begins with the definition of the mission of the enterprise and the goals of its functioning, taking into account the analysis of the external environment and resource provision, then long-term forecasts are developed, which serve as the basis for choosing economic strategies. Economic strategies in the short term, in turn, are specified in the plans of the enterprise in various areas of activity: marketing, production, finance, etc.

Strategic planning focuses on highest level management and aims to determine the development trends of various aspects of the enterprise, the calculation and selection of the most favorable conditions his activities. hallmark strategic planning is its flexibility due to mobility planned horizons, those. periods of time for which a forward-looking policy is developed. Various criteria are used to determine the planning horizon: product life cycle; a cycle of fundamental change in demand for manufactured products; the period of time necessary for the implementation of strategic goals, and so on. The planned horizon depends on the scale of the enterprise, its size.

As one of the tools of strategic planning, the practice of forming targeted production and marketing programs has received the greatest development. The resource orientation consists in the development of comprehensive plans, in accordance with which all types of resources are directed to achieve the final goals, contribute to the long-term commercial success of the enterprise. In this case, situational planning is used, in which the management of the enterprise is provided with several options for the plan. strategic development enterprises. These plans are characterized by different priorities in the allocation of resources and an uneven balance of risk and guaranteed benefits.

Analysis of the external environment

Being engaged in strategic planning, the enterprise must always take into account the influence of the external environment. Analyzing the external environment gives the business time to anticipate opportunities, plan for contingencies, develop an early warning system for possible threats, and develop strategies that can turn past threats into profitable opportunities. Threats and opportunities faced by an enterprise are usually divided into seven areas: economics, politics, market, technology, competition, international position and social behavior (Fig. 2).

Rice. 2. Environmental factors

An analysis of environmental factors, a correct and complete understanding of the strengths and weaknesses of the enterprise make it possible to make a sales forecast, which is the basis of all intra-company planning.

STRATEGIC PLANNING

1. Essence and content of strategic planning

Planning- this is the process of determining the goals, objectives and performance indicators of the organization for the future, as well as specific actions (activities) and the material and human resources necessary for their solution.

Strategic planning- this is a special type of practical activity, which consists in the development of strategic decisions (in the form of forecasts, draft programs and plans), providing for the promotion of such goals and strategies for the behavior of the relevant management objects, the implementation of which ensures their effective functioning in the long term.

Strategic planning is one of the functions of management, which is the process of choosing the goals of the organization and ways to achieve them.

Strategic planning provides the basis for all management decisions. The functions of organization, motivation and control are focused on the development of strategic plans.

Strategic planning enables shareholders and management of companies to determine the direction and pace of business development, outline global market trends, understand what organizational and structural changes should occur in a company in order for it to become competitive, what are its advantages, what tools it needs for successful development .
Until recently, strategic planning was the prerogative of large international concerns. However, the situation began to change, and, as surveys show, more and more companies representing medium business begin to engage in strategic planning.

Strategic planning is a set of actions and decisions taken by management that lead to the development of specific strategies designed to help the organization achieve its goals.

The overall strategic plan should be seen as a program that guides the activities of the firm over an extended period of time, subject to constant adjustments due to the ever-changing business and social environment.

Strategic planning functions:

· The strategic plan sets the direction for the organization and allows it to better understand the structure of marketing research, customer research, product planning, promotion and marketing, and price planning.

· The strategic plan provides each unit in the organization with clear goals that align with the overall objectives of the company.

· The strategic plan stimulates the coordination of the efforts of various functional areas.

· The strategic plan forces the organization to evaluate its strengths and weaknesses in terms of competitors, opportunities and threats in the environment.

· This plan defines alternative actions or combinations of actions that the organization can take.

· The strategic plan provides the basis for allocating resources.

· The strategic plan demonstrates the importance of applying performance evaluation procedures.

Stages of strategy development

The strategic planning process is is a sequential implementation of the following steps:

definition of the mission of the organization;

formation of the goals of the organization;

assessment and analysis of the external environment;

management survey of the strengths and weaknesses of the organization;

· analysis of strategic alternatives;

choice of strategy;

implementation of the strategy;

· evaluation of the strategy.

Mission of the organization- the main overall goal of the organization, expressing the reasons for its existence.

Target- the desired state in the development of the organization. Corporate goals are formed on the basis of the mission of the organization and certain values ​​​​and goals that top management is guided by.

Assessment and analysis of the external environment is the process by which strategic planners monitor factors external to the organization to identify opportunities and threats to the organization.

Management Survey represents methodological assessment functional areas of the organization, designed to identify its strategic weaknesses and strengths.

A management review should cover the following:

1. The state of the organization as an object of management and the possibility of increasing its organizational potential:

o Structure and organizational capacity organization, its connections and participation in other organizations;

o Status and dynamics of factors of production (main production assets, labor and information resources);

o Use of existing production potential;

o The state of the internal environment of the organization's development system and its relationship with external organizations that have an impact on development;

2. Organization activities by product/technology life cycle stage and improvement opportunities, including:

o Structure of activity;

o Study of social needs and how they are met and used;

o Operation technological equipment;

o Manufacture of products;

o Product circulation (marketing);

o Maintenance of products at the consumer;

o Disposal of products (or participation in this process).

3. The mechanism and organization of management, including:

o Status and opportunities to improve the efficiency of the economic, motivational, organizational and legal mechanism;

o Status and opportunities for improving the management system;

o The quality of executives, senior and functional managers and their ability to cope with new challenges.

The main basic model for developing a strategic plan is considered to be the model of the Harvard Business School, whose leader is rightfully considered K. Andrews. This model has been developed by American researchers for quite a long period of time. G. Mintzberg calls this model the "model of the design school", since it is based on the belief that the formulation of a strategy as a process is based on several basic postulates, which together provide for the design of a strategy.

<= Рисунок 4 Схема разработки стратегии предложенная Гарвардской школой бизнеса

According to this model, the strategic planning process represents a certain point of intersection of the identified opportunities and threats of the external business environment, which are expressed in the form of key success factors, and the strengths and weaknesses of the firm's resource potential, expressed in distinctive developmental abilities.

It is quite clear that the opportunities of the external business environment can be claimed by realizing the strengths of the resource potential of the enterprise. In turn, it is necessary to identify the threats of the external business environment, and to minimize the weaknesses of the resource potential.

The construction of this model of strategic planning is based on the following main methodological principles:

1. The process of forming a company development strategy should be a controlled, conscious process of thinking. The process of forming the company's development strategy should be managed by a top manager.

The model for forming a strategic plan should be fairly simple and informative.

Any company development strategy is unique and is considered as the result of creative design. The latter means that the strategy should contain the conceptual, distinctive goals of a given company, the features of its development, and not be formed according to a certain template.

The process of formulating a strategy should be completed only when the alternative strategies have a complete description and the final choice of the best one has been made.

The development strategy of any company should provide for the development of a specific mechanism for its implementation.

In addition, a very interesting approach to the formation of a strategy evaluation system was proposed:

Consistency: the enterprise development strategy should not contain conflicting goals and programs.

Consistency: the strategy should provide an adaptive response to the external environment and the changes taking place in it.

Benefit: The strategy should provide opportunities for creativity and maintaining competitive advantage in the chosen field of activity.

Feasible: The strategy should not overspend existing resources and should not lead to unresolvable problems.

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two interrelated steps:

Development stage includes:

includes:

Rice. 13.1.

"residual way"

method"from what has been achieved"

normative method

method method of expert assessments,

program target,

organization passports

Rice. 13.2.

levels of social strategies:

A group of scientists from LeningradskyInstitute of Mechanical Engineering

A, B, C and D. Category D

FROM,

Category FROM D. D.

Category AT FROM.

Category BUT BUT

D BUT

D FROM, the latest - in the category AT

A, B and FROM. Category workers BUTAT,

Table 13.1

BUT AT– with coefficient 1, FROM- with a coefficient of 0.5.

Vacations.

general meetings;

Meetings of shareholders;

Sports events;

Departures outside the city;

cultural trips;

A, B, C,

test questions

Literature

1. Kuznetsov A.L.

The sequence of formation of a social development strategy - Methods of "residual" and "from what has been achieved" in the distribution of funds for social purposes - Methods of "normative", "modeling of social processes", "expert assessments", "program-targeted" - The emergence of a methodology: the social passport of an enterprise – Levels of social strategies – Leningrad method

In our country, during the Soviet era, a wealth of experience in managing the social development of organizations was accumulated. At the same time, the corresponding basic principles and approaches were formed. The laid foundations are quite adequate for the post-socialist era, but the specific methods used earlier should be considered from the point of view of their applicability at the present time.

The social development management strategy is one of the elements of the strategic management of the organization and, therefore, also consists of two interrelated steps:

1) development of a strategy for social development (in Soviet times, a similar procedure was called the stage of planning social development at an enterprise);

2) implementation of the strategy, while the main task is to translate the intended goals into reality (previously this stage was called the stage of managing social development at the enterprise).

Development stage includes:

Analysis of the social conditions of the organization's personnel;

Determining the level of social development of personnel;

Determining the priority of solving social issues;

Formulation of social strategy.

Stage of implementation of the social development strategy includes:

Development of models and budget for the implementation of the social strategy:

Regulation and control of the implementation of social strategy.

The development of a strategy (the first stage) involves an analysis of the influence of factors of the external and internal environment of the organization, the most important of which is the regulatory and legislative framework for social issues; taking into account the content of a comprehensive strategy, as well as the effectiveness of social measures. It is advisable to carry out the above stages of developing the implementation of a social strategy with a certain frequency (once a quarter, a year, etc.). The general scheme for the formation of a social development strategy is shown in fig. 13.1.

Rice. 13.1.Stages of formation of a social development strategy

Russian science and practice have accumulated significant experience and knowledge potential in the field of social development planning at various levels of government, which can be used to a large extent at the present stage in a transformational economy.

The unity of the foundations of economic and social planning predetermines the commonality of their methodology. However, the methods were not always used - for many years the Soviet Union used "residual way" determination of funds for social development, which involved the use of unrealized funds of the enterprise for social purposes. This method in its modern variation is currently used by some successful companies, whose administration allocates funds for social development, guided not by the expediency of this, but by the principle "if you have money, why not spend it on your staff." Researchshowed that in 73% of cases, the administration first of all provided for the “need for an internal RL” (which can be interpreted as a populist motive of the administration); and in 51% of cases - "the need to take care of your staff" (ethical motive). At the same time, none of the surveyed organizations studied the change in the efficiency of personnel labor as a result of social actions, i.e., the administration did not attach any importance to the efficiency motive.

Meanwhile, during the Soviet period, the method"from what has been achieved" in accordance with which the development trend of a particular social process is extrapolated to the subsequent planning period.

The main disadvantage of this method is the low validity of the planned indicators, since they are often not determined by the needs and capabilities of the team. This leads to the incomplete use of social factors in the process of increasing the efficiency of production and the reserves of social development of an enterprise, region, industry. When using this method, one team may have an unstressed plan, another may have an optimal plan, and a third may have an unrealizable one.

In the 80s. received the most application normative method planning of social development, which is based on the definition of a progressive system of norms and standards that reflect the most important economic and social directions of plans.

By the end of the 80s. the normative method was quite widespread and brought certain economic results.

There are other modern methods of social planning, among which a special place is occupied by methodmodeling of social processes. The model, expressed through mathematical formulas, shows the dependence of the normalized indicator on the factors that determine it. Another method is method of expert assessments, in which, based on the opinions of a group of experts, the value of a social standard is obtained or the priorities of social development are determined.

A relatively new method in social planning is program target, which is characterized by a clearly defined orientation of the developed programs; close alignment of goals, activities and resources; detailed coordination of tasks by performers, terms and volumes of work; consideration and evaluation of various options for the goal of the program; selection of the optimal solution to the problem; taking into account the interaction of scientific, technical, social, economic and other aspects of development. The program-target method requires a significant study of social phenomena that are complex and diverse.

The target program is a planned development of ways and means for solving the most important social problems that have a long-term and priority value - for example, programs for the stable development of the team and its individual social communities; increasing the content of labor and improving its conditions; growth in the level of special training, housing, promotion and protection of the health of workers, cultural use of free time, etc.

The program-target method has been widely used in the form of the development of targeted integrated programs that outline a set of measures aimed at solving an important problem. The program contains research, technical, economic, social, organizational tasks and activities. For their implementation, the program sets deadlines, performers, and resources.

The implementation of targeted comprehensive programs testifies to their high efficiency.

However, the application of this method is possible only after the accumulation of significant social information, which could only be afforded by some large successful organizations.

Thus, taking into account that the process of developing and implementing social standards is currently in the focus of attention of specialists, it is possible to determine the normative method of social planning as the most promising at the present stage.

The most important principles of planning are the interconnectedness and consistency of plans, their scientific validity, a combination of long-term and current planning, comprehensive accounting and control over the implementation of plans. All these principles are used in social planning.

The practice of planning the social development of an organization became widespread after the resolution of the Central Committee of the CPSU and the Council of Ministers of the USSR “On improving planning and strengthening the impact of the economic mechanism on increasing the efficiency of production and the quality of work” dated July 12, 1979 provided for the compilation organization passports and developed a regulation approved by the State Committee for Science and Technology, Gosplan of the USSR, Central Statistical Bureau of the USSR, Gosstandart, Gosstroy of the USSR on October 28, 1981.The organization’s passport reflected the rational use of labor resources and social development in three forms, which provided summary data on labor resources, including by categories of employees, on labor productivity and the use of working time, and only as a supplement and source of analytical information, questions were stated social development of the team.

At the end of the 80s. many enterprises developed plans for economic and social development, in which the social section was part of a comprehensive plan. In this regard, methodological recommendations "Planning the social development of the staff of a production association (enterprise)" were developed., representing a scientifically based system of measures for the social development of a team of organizations. Many enterprises and even industries have begun to draw up a social development plan as an independent document.

When developing plans for social development, the main attention is paid to the problems of improving working conditions for all categories of personnel, the creation of a social service sector directly at the workplace, the development of social infrastructure and the provision of conditions for a healthy life, recreation, not only for workers, but also for their families.

Within the framework of social development, the labor collective took upon itself the obligation to contribute to the strengthening of the family; create favorable conditions for women to successfully combine motherhood with participation in the labor process and public life; take care of veterans of war and labor, pensioners and children, allocating for this their own earned funds.

Such important issues as the training and retraining of personnel, the improvement of their professional qualifications, and the involvement of all working people, and above all young people, in an active social life were not left without attention. Including "the area of ​​social planning includes the effective use of free time by members of the labor collective, the development of each employee as an individual, the creation of a normal moral and psychological climate in all areas of production".

The social development planning technology includes the development of three types of interrelated evidence-based documents: a strategic plan for social development, a social passport, and targeted programs for social development. This technology also provides for the drawing up of a collective agreement, which is drawn up annually at enterprises and approved by the labor collective.

The social passport of the labor collective is a system of the most important indicators that document its state and prospects for social development, the social potential of the organization. These indicators allow you to quickly monitor, analyze and adjust planned indicators. Thus, the social passport raises the level of economic and social planning, is a tool for managing social processes in the workforce.

Initially, in the late 70s, the social passport of the organization was developed in order to create real prerequisites for strengthening social development plans, as well as conducting sociological research. Subsequently, from the mid-1980s, the social passport became an integral part of the general passport of the enterprise, therefore it contained data that made it possible to assess the level of use and quality of production resources, conditions, set tasks to take into account social aspects in planning production activities, and contributed to the development of social infrastructure facilities .

The structure of social passports of all enterprises cannot be the same, since they must reflect the specific tasks that a certain labor collective solves, the fundamental originality of each region of the country.

It should be noted that a significant drawback of the practice of planning the social development of enterprises was that this process took place within the framework of one industry and did not apply to enterprises located in a single territory. Of course, social information on industries is extremely important, but it is equally important to compare the level of social development of various enterprises located in the same territory (city, district). Practice shows that employees of enterprises, when changing jobs, compare working conditions and material remuneration at enterprises of the same city, and not in an industry. Therefore, it is advisable to involve all organizations in the sphere of social passportization, regardless of their industry affiliation and territorial location. Such passports can become the basis for building a single social data bank for various levels of social development planning: organization - industry - region.

For the successful implementation of social plans, at least two basic conditions must be met:

1) a clear definition of the priority and most significant social tasks of the organization's staff;

2) determination of the resources necessary to solve these problems. Fulfillment of the first condition implies a phased solution

social issues depending on the rating:

1) social issues must be resolved first, prescribed by laws and regulations. This applies to a certain level of wages, elementary working conditions and life at work;

2) as the priority issues are resolved, they begin to improve working conditions and introduce motivational programs, which includes:

Development of ergonomic production design;

Development of motivational models;

Identification of intra-production reserves for increasing production efficiency based on social factors;

3) in connection with the increase in the efficiency of the enterprise, the increase in the profitability of production and the mass of profits, measures aimed at solving housing issues for employees of the enterprise, the formation of social infrastructure facilities outside the enterprise (kindergartens, sanatoriums, sports complexes, etc.) .);

5) as all the previously listed issues are resolved, charitable actions in relation to the local population, various societies and citizens are considered as social strategies.

There is a dependence of the formation of levels of social strategies on the level of profitability of the enterprise (Fig. 13.2).

Rice. 13.2.Dependence of the levels of social strategies on the level of profitability of the enterprise

If we take as a basis that the normal level of production is the production capacity or profitability (profitability) of the organization, then we can distinguish the following levels of social strategies:

Level I (25-30% of the profitability of the enterprise) - the legally established level of wages and the established working and living conditions in the organization;

Level II (50-60% of the enterprise's profitability) - first level measures and additionally improving working conditions and ergonomics; formation of motivational models aimed at increasing production efficiency through social factors;

III level (70–75% of the profitability of the enterprise) - activities of the second level, as well as the solution of housing issues for employees of the enterprise, the formation of social infrastructure facilities outside the enterprise (kindergartens, sanatoriums, sports complexes, etc.);

Level IV (optimum profitability) - activities of the third level and the formation of an organizational culture at the enterprise, improving the socio-psychological climate in the team.

Obviously, the levels of profitability of an enterprise depend on the degree of achievement of goals, primarily the owners of the enterprise, as well as on the degree of pressure from employees or relevant authorities on various social parameters.

Of course, other options for the formation of levels of social strategies are also possible, depending on the specifics of the factors of the external and internal environment of the enterprise and its goals.

A group of scientists from LeningradskyInstitute of Mechanical Engineering at the turn of the 80-90s. proposed to meet the personal social needs of each employee on the basis of issuing a certain number of coupons to employees of various categories. The essence of the proposed system is as follows.

The entire staff of the enterprise is divided into several groups, differing in varying degrees of ability to identify goals, so that all members of the group have approximately the same value system. Within the group, a single approach is applied to the personnel, i.e., a well-defined system of motives, the most significant for the persons of this group, is used. The general orientation of personnel management is borrowed from the Japanese system, in which the nomination of persons to senior positions is carried out on the basis of identifying their personal goals with the goals of the organization. At the same time, for each group (categories) of personnel, a special policy for hiring and firing is established, as well as their own employment guarantees and their own levels of provision of services to social infrastructure facilities. First, positions (jobs) are classified, as a result of which, for each of them, a scalar integral assessment of its significance for the company is obtained. After that, the classification of the personnel itself is carried out: the integral assessment of the individual obtained during the classification is multiplied by the integral assessment of the individual, as a result, we obtain an integral assessment of the significance of each member of the enterprise team.

In accordance with integral assessments that determine the value of an employee for an enterprise, all personnel are divided into four categories A, B, C and D. Category D(approximately 20-35% of the total number of employees) employees with the lowest integral assessment of significance will be assigned - these are mainly low-skilled employees, whose adaptation period when hiring is minimal; the main motive of their activity is the desire for material reward; possible personal impact on the efficiency of the enterprise is insignificant.

Short-term (for half a year - one year) contracts should be concluded with these employees. They are basically temporary workers. It is they who are fired when production is reduced. At the same time, their duties are assigned to employees of the next most important category - FROM, what should be reflected in the contracts of the latter. If necessary, the enterprise should provide appropriate training in a timely manner.

Category FROM(25-30% of the total) includes personnel with higher values ​​of the integral assessment of significance - these are employees of medium qualification, responsible and loyal to the organization. Medium-term (two-three years) contracts are concluded with them. The contingent of these workers is formed from the category D. In other words, hiring from outside occurs, as a rule, through the category D.

Category AT(25–30% of the total number of personnel) are highly qualified employees, the quality of work and responsibility of which significantly affects the efficiency of the enterprise. Replacing each of them requires a certain amount of time and costs for the preparation and adaptation of the newly adopted one. Long-term (for 3 years - 10 years) contracts are concluded with them. The formation of this category is carried out from employees of the category FROM.

Category BUT(15-20% of the staff) represents the elite of the staff. These are people without whom effective production and economic activity is extremely difficult. This may include workers with rare specialties and unique skills, managers and highly qualified specialists with the ability to generate and implement scientific, technical and organizational innovations. All persons in the category BUT Devotion to the firm, a high identification of its goals with its own, must necessarily be inherent. These workers should be guaranteed lifetime employment.

The monetary remuneration of all workers, regardless of category, is built, as usual, in accordance with the quantity, quality and result of labor. But since there is a desire to maximize the use of the motive for identifying the goals of the enterprise with the goals of its employees, workers belonging to different categories should differ in the level of social protection and the degree of direct satisfaction of their needs. If for the category D no free services from the social infrastructure of the enterprise (SIP) are provided, then the needs of workers in the category BUT will be satisfied to a very high degree.

It should be especially noted that the division of all personnel into categories that differ in the level of social guarantees and services, in itself, without any additional costs, creates a powerful incentive for its production activity. Category workers D for the most part will strive to move into the category FROM, the latest - in the category AT etc. This is an additional source of efficiency of this system.

The provision of this or that social service to various categories of workers is carried out on the basis of payment by coupons issued by the enterprise itself. The number of coupons and their cash equivalent is determined based on the amount of subsidies allocated by the enterprise to social infrastructure facilities and social support for employees.

These coupons are issued in a certain number of categories A, B and FROM. Category workers BUT receive significantly more coupons than workers in the category AT, and the latter - more than category C workers. The coupon gives the right to receive any of the social services provided by the SIP for an amount equivalent to the face value of the coupon: you can pay for lunch in the canteen of the enterprise, a kindergarten, a ticket to a rest home, dentures, food in a factory store, etc. The variety of possibilities for their use makes individual SIP divisions improve the quality of their services and reduce costs, since the enterprise does not subsidize the SIP as a whole, but its individual divisions and only in the amount of coupons received by them in payment for services. There is a kind of competition within the SIP for enterprise subsidies. At the same time, each employee can optimally meet their needs.

The main source of SIP financing is the social support fund (SSF), which is formed from the profits of the enterprise. Its size is determined by the needs of the enterprise's personnel in various kinds of social benefits provided by SIP units, based on an analysis of the social structure and social security of the enterprise. The lower limit is the actual costs of providing social benefits, i.e., the costs of maintaining social facilities. The final decision on the size of the FSP is made by the administration of the enterprise (representative of the owner or the board of directors). FSP funds are used:

To provide free social services to the personnel of the enterprise;

Current maintenance of units providing social benefits;

Payment for the services of third-party organizations for the provision of various kinds of social services to employees of the enterprise (medical services, obtaining vouchers to sanatoriums and rest houses, except for those provided at the expense of social insurance funds, rent of sports facilities, etc.);

Carrying out events common to the enterprise (trip to museums and theaters, celebration of anniversaries and solemn dates, mass sports competitions, etc.);

Providing emergency targeted material assistance in cases that are stipulated by the collective agreement and contracts. The social support fund, in accordance with the directions of use, is divided into the free social services fund (FBSU) and the emergency social assistance fund (FESP) (Table 13.1). The FBSU funds are intended to provide free social services to the personnel of the enterprise, cover the current costs of the social service for the provision of social services, the maintenance of its divisions, as well as the costs of receiving social benefits from third-party organizations.

Table 13.1

The structure of the social support fund

Every worker is entitled to free social benefits provided by SIP units. Their volume depends on the contribution of the employee to the overall results of the enterprise. As indicators evaluating this contribution, the level of the employee's salary and the category of personnel to which he is assigned are used.

The volume of free services for a particular employee is calculated based on the actual wages accrued to him, the coefficient of the category of personnel and the established share of free social services, which is determined by the SIP based on the ratio of the FBSU and the payroll fund of the enterprise. At the same time, the salary category BUT taken into account with a factor of 2, AT– with coefficient 1, FROM- with a coefficient of 0.5.

Each employee has the right to choose any social benefit from the set of free social benefits according to his needs and the amount of free social benefits due to him.

In accordance with the current tax legislation, the price of some free social benefits includes the amount of income tax on the purchased goods (for example, on durable items - TV, refrigerator, etc.).

Part of the FSP funds is reserved in the FSP for the purpose of providing emergency social assistance. Firstly, it is financial assistance in case of:

Prolonged illness of the employee;

Death or prolonged illness of an employee's family member;

Birth of a child (other than the means provided by law);

The difficult financial situation of single mothers (in addition to the means provided for by law);

Compensation for damage from an accident or natural disaster;

Other unforeseen circumstances that led to a significant deterioration in the financial situation of the employee;

Vacations.

Secondly, these are one-time payments:

To pay for basic ritual accessories (for burial) of an employee of an organization or a retired labor veteran;

Gifts for anniversaries, production leaders, pensioners, retirement, best athletes, etc.;

Flowers for solemn and anniversaries.

Thirdly, this is the financing of expenses for carrying out common activities for the enterprise:

general meetings;

Meetings of shareholders;

Sports events;

Departures outside the city;

cultural trips;

Honoring anniversaries, solemn dates, etc. The presented model has a certain practical and scientific value, but, in our opinion, is not indisputable. First of all, attention is drawn to a rather free assessment of the categories of workers and their distribution into groups. A, B, C, as well as insufficiently reasoned assignment of coefficients to these categories.

Methods of social management have an undoubted historical value, but the possibility of their application in modern conditions is limited. Therefore, new methods are required, taking into account the best experience.

test questions

1. What is the sequence of forming the social strategy of the organization?

2. What were the methods of distributing funds for social purposes in the Soviet Union?

3. What methods were developed to manage social development in the 70s and 80s?

4. What role did the social passport methodology play?

5. What are the levels of social strategies?

Literature

1. Kuznetsov A.L. Social strategies of the enterprise. - Izhevsk: Publishing House of IzhGTU, 2000.

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The formation of the social strategy of an enterprise is a dynamic process, which is based on a certain sequence of interrelated stages (Fig. 2).

Rice. 2. - The process of formation and implementation of the enterprise strategy:

The first stage in the formation of a social strategy for an industrial enterprise is the stage of goal setting. The result of actions at this stage should be an idea of ​​the desired state of the enterprise, which it should achieve after a certain period of time. To determine the desired state, the most important moment is the choice of the direction of development, which, in turn, significantly depends on the mission of the enterprise.

At this stage, the formulation of the mission, strategic social goals and objectives of the enterprise is carried out. The definition of the social mission of business should be based on conviction, supported by the best domestic and international practice. It is as follows: the sustainable development of companies, combining economic, social and environmental factors, leads to a reduction in business risks, strengthens competitiveness, increases the efficiency of personnel and consumer loyalty, improves the reputation of companies, creates a positive contribution of the business community to the sustainable economic and social development of the country. This means that national priorities for the development of society and the objectives of efficient business conduct are strategically not only compatible, but interrelated.

The social mission of the company can be formulated in the context of the overall mission of the organization, or it can be independent.

The social context in the formulation of the mission allows the external society to create a general idea of ​​the values ​​of the organization, and also informs the employees of the enterprise about the directions of development of the social environment of the company, which contributes to their identification with the organization and orientation in its future development. In addition, the mission allows you to more systematically manage the enterprise, clearly formulate the strategic and tactical goals of the organization, and have a basis for allocating resources.

The social mission declares the values ​​of the enterprise, which determine the type of strategic behavior of the company and are the basis of the company's social policy. At the same time, values ​​can be present and taken into account informally, or they can be widely advertised both within the organization and outside it. Through corporate values, it is possible to balance the interests of management, staff and society.

The content of this stage also lies in the formulation of goals - specific final states of the components of the social sphere, to which the enterprise strives. It is in accordance with the goals that all the main functions of social management are implemented: planning, organization, motivation and control. The goals are the basis for the development of social plans, building organizational relationships, the formation of personnel incentive systems, as well as the starting point for monitoring and evaluating the performance of each employee and organization in the process of implementing the strategy.

The social goals of an enterprise can be the following: achieving social balance in an organization, modeling a system of harmonious social relations, creating an impeccable image of an enterprise, ensuring a high level of quality in the development of social infrastructure, forming a rational staff structure, developing a flexible system of social protection for employees, increasing the level of compensation for lost earnings, creation of safe, ergonomic and aesthetic working conditions for employees of the enterprise, corresponding to the level of advanced enterprises, promotion of the development of scientific potential and improvement of the quality of education, participation in the formation of a mature civil society, development of joint financing of social programs.

The formulation of goals should take into account the possibility of quantitative and qualitative assessment of their achievement. The following can be used as quantitative indicators: the staff turnover rate, structural ratios by gender, age, qualifications, the value of the social package per employee, the level of quality of the social sphere, the volume of charitable payments, the coefficient of staff development, the company's social activity index, etc.

At the same time, the social goals of the enterprise should be developed in accordance with such requirements as: the reality of achievement, the possibility of adjustment, specificity, measurability of the result, consistency, providing for the development of short-term, v long-term and strategic goals.

The second stage of the development of the social strategy of the enterprise is associated with a comprehensive analysis of the state of the external and internal social sphere of the company, which can be carried out using psychological tests, sociological surveys, observation, SWOT analysis, compiling a profile of the environment, a matrix of opportunities, expert assessments, etc.

Analysis of the external social sphere of an enterprise is a process by which a company evaluates changes in the environment that may affect its activities. The main factors may be:

• - changes in legislation, tax policy, standard of living of the population;
• - environmental situation, development of the social sphere and social security system at the level of the state, region;
• - municipality, competitors, socio-demographic structure of the population, labor market, changes in values ​​and public opinion of society, etc.

It is advisable to study these factors in order to identify potential threats and opportunities for the development of the social environment of the organization.

Analysis of the internal social sphere of the company provides for an assessment of the real state of the enterprise to identify its strategic strengths and weaknesses, as well as directions for development. At the same time, it is necessary to investigate the personnel management system existing at the enterprise, the level of development of social infrastructure and the social protection system, the nature of relations in the organization, working conditions, organizational culture, the system of dominant needs and motives of personnel, the degree of job satisfaction, as well as the socio-demographic structure of the team. employees.

The relevance of using a comprehensive analysis of the social sphere in the process of strategic management of an enterprise is due to the predominance at domestic enterprises of managerial and economic methods for analyzing the internal and external environment of the organization, as well as individual empirical socio-psychological techniques that allow studying individual subjectively selective factors of the social subsystem of the enterprise.

The object of the considered type of analysis will be the social processes and phenomena of a particular company, the study of which will provide the information necessary to develop alternatives for the social behavior of the enterprise. This information should contain: a list of the most pressing social problems of the enterprise, the ratio of objective and subjective aspects in the course of social processes at the enterprise, the significance and social consequences of ergonomic, technical, technological, personnel and other changes taking place in the organization;

• - the presence of regulated and spontaneous social processes at the enterprise;
• - possible technologies for achieving social goals and objectives;
• - directions of social behavior of the organization in the external environment.

The subjects of the analysis of the social sphere of the enterprise should be specialized units, officials, line managers of the organization.

Also independent external auditors.

At the same time, the analysis of the social sphere of a particular enterprise will solve the following tasks:

• - evaluate the effectiveness of the methods of using the social resources of the enterprise;
• - analyze the structure of the needs of the employees of the organization, in order to identify the dominant elements;
• - develop a set of measures to meet the identified needs;
• - identify social reserves of labor productivity growth and methods of their use;
• - to determine the social efficiency of the changes carried out at the enterprise, new economic and organizational forms of activity of the team of employees;
• - assess the degree of intensity of the company's interaction with external strategic partners and the direction of their long-term cooperation;
• - to analyze the level of external social investments of the enterprise and the prospects for their activation;
• - propose measures for the implementation of strategic plans, long-term targeted comprehensive programs for the development of the social sphere of the enterprise.

The main sources of information for conducting a comprehensive analysis of the social subsystem of the organization will be:

• - reporting on labor (“Information on the number of wages and movement of employees”, “Report on labor”, intra-company time sheets and movement of employees, etc.);
• - materials of sociological surveys, observations, interviews and psychological tests;
• - financial statements of the enterprise ("Report on the costs of production and sale of products (works, services) of the enterprise);
• - statistical reporting;
• - collective agreements and labor contracts;
• - personal cards of employees;
• - orders and instructions for the enterprise;
• - legislative and regulatory acts of the federal, regional and local levels;
• - materials of periodicals, television programs, official documents, etc.

Thus, the use of the analysis of the social sphere in the process of strategic management of an enterprise will make it possible to determine the trends in the company's social development, scientifically substantiate strategic plans and management decisions in the field, the social subsystem, monitor their implementation, evaluate the results achieved, search for and measure the size of the organization's social reserves and develop measures for their use.

Based on the results of a comprehensive analysis, the strengths, limitations and features of the internal social environment of the enterprise are determined, opportunities and threats from the external social environment are identified, on the basis of which strategic alternatives are formed, the main social goals of the organization are clarified.

At this stage of the process of developing the social strategy of the enterprise, an analysis of the developed and implemented corporate strategy should be carried out. This is necessary to determine the directions of development of the social sphere of the company and the differentiation of the components of the social strategy, to determine the time period for the formation of the social strategy. The main condition for the analysis is the duration of the period adopted for the formation of the general development strategy of the enterprise, based on the fact that the social strategy in most enterprises is subordinate to it and cannot go beyond this period.

The third stage is related to the assessment of the quality level of the social sphere of the enterprise. An important complex indicator of the development of the social sphere of an organization must be considered the level of its quality, which is a set of properties and characteristics of the social subsystem of the company that can meet the specific needs of employees and the enterprise.

Given that the indicators for assessing the development of the social sphere of an enterprise are characterized by both qualitative content and a quantitative level, it becomes necessary to use a universal methodology that allows them to be correlated in the same meters.

According to the methodology for determining quality, in order to assess the quality of the social sphere of an enterprise, it is necessary to:

• - to determine the list of those properties, the totality of which quite fully characterizes the quality of the social sphere;
• - measure properties, i.e., determine their numerical values ​​for a particular enterprise;
• - analytically compare the obtained data with similar characteristics of other enterprises taken as a standard or for comparison.

The result obtained will characterize the level of quality of the social sphere of the organization with a sufficient degree of reliability.

The fourth stage is associated with the development and analysis of social strategic alternatives. This stage provides for the formulation of strategic alternatives for the development of the organization, as well as the choice of strategic directions for the development of the social sphere of the organization, the main criteria of which should be the following parameters: the financial condition of the organization, the motivational structure of personnel, the ability of the organization to achieve the set social goals, the reality of implementing the strategy, the existing limitations in functioning enterprises, increasing the satisfaction with the work of the organization's personnel, the formation of a positive image of the company, increasing its social activity, the model of the organization's behavior in the external environment.

At the fifth stage, the development of a set of strategic social programs, projects, plans, budgets is carried out, which must be consistent with each other, provide for the main directions for the development of the social sphere of the enterprise, taking into account the results of the strategic analysis of the internal and external social sphere, as well as the financial condition of the organization.

This is carried out on the basis of the formation of a strategic plan for the development of the social sphere of the enterprise and the specification of target indicators for each structural unit of the enterprise. The strategic plan is a document that contains a list of activities for the implementation of the social strategy, the timing of their implementation, the units implementing these activities, responsible officials, as well as the costs for each section of the strategic plan. The main aspect at this stage is the coordination activities to organize the functioning of each unit to implement the strategic plan.

A prerequisite here should be holding meetings, meetings of the labor collective, issuing newsletters, using internal corporate local networks in order to provide employees of the enterprise with information about the goals of the social strategy, its content and means of implementation. The content of the sixth stage is the development of organizational measures to ensure the implementation of the social strategy, including:

• - organizational support, which is associated with the choice of basic organizational and technical conditions that ensure the most effective management of the social sphere;
• - information support, the composition of which should include data on the components of the internal and external social environment;
• - general instrumental support, that is, a set of applied management methods of an administrative, informational, economic and socio-psychological nature;
• - labor resource support, representing a group of enterprise specialists who are professionally proficient in the methodology of social management. These are, first of all, employees of the personnel department, managers of all levels, as well as consultants on socio-psychological and ethical issues;
• - financial support, which is determined by the totality of financial resources necessary for the enterprise to maintain and develop socially oriented activities.

An important aspect at this stage is the coordination of the organization of the functioning of each unit to implement the strategic plan.

At the seventh stage, the assessment of the developed social strategy of the enterprise is carried out, which is carried out according to a system of special economic and social criteria established by the enterprise. In addition, methods of strategic and tactical audit, and self-assessment can be used.

According to the results of the assessment, the necessary adjustments are made to the developed social strategy, after which it is accepted for implementation. At the same time, an important point in the process of developing and implementing the company's social strategy is monitoring the internal and external social sphere of the enterprise, which is necessary throughout all stages for the timely regulation of the directions of the company's social development.

Monitoring of the social sphere of an industrial enterprise is an information base for management activities and is a scientifically based system for collecting, summarizing and analyzing social information for using it in the process of making strategic and tactical decisions.

The objects of monitoring in the internal environment of the enterprise are all components of the company's social strategy. In the external environment, these are social processes and phenomena that can affect the socio-economic development of an enterprise: the relationship between society and business, directions for the development of non-profit organizations, the role of trade unions in the economic system, relations between business and government, sociocultural characteristics of the population, sectoral and intersectoral interaction, etc.

When conducting monitoring, data from all sources of information should be used in a complex way: current statistics, reporting, one-time accounting, forecast indicators, sociological and psychological surveys and interviews, organizational and personnel audits, the results of a comprehensive analysis of the company's social sphere, etc.

The monitoring process should be based on the following principles:

• - consistency and reliability of information;
• - objectivity and efficiency of obtaining and providing information;
• - comparability of the information used;
• - the availability of the formulation of generalizing conclusions and assessments.

Systematic monitoring of the state of the social sphere should be carried out using a reasonable list of social indicators and indicators for each of the components of the social strategy.

In the "Personnel" component, indicators of the number and structure of the organization's personnel, the cost of personnel training, the professional and qualification structure of personnel, staff turnover, the degree of job satisfaction, labor productivity, and wages can be considered.

In the "Working conditions" component, the main place is occupied by indicators characterizing the level of labor safety at the enterprise:

• - the share of attested and certified workplaces in the organization;
• - the cost of a workplace in the organization;
• - capital-labor ratio;
• - level of traumatism;
• - the level of occupational diseases;
• - share of personnel employed in harmful or dangerous working conditions;
• - Satisfaction with working conditions in the organization.

According to the component “Social and labor relations”, it is necessary to analyze the following indicators:

• - cohesion in the team;
• - the share of employees of the organization who are members of trade unions;
• - the number of violations of labor discipline;
• - the number of labor conflicts in the organization for a certain period;
• - the level of conflict in the team.

The Social Protection component will consider such indicators as:

• - the amount of mandatory and voluntary social payments;
• - the amount of payments for pensioners who worked in the organization;
• - the amount of payments for the children of employees;
• - the amount of issued consumer loans;
• - share of expenses for sports events;
• - share of the cost of supporting young families;
• - share of expenses for rest of employees;
• - the number of housing stock objects of the enterprise, etc.

For the “Social infrastructure” component, it is necessary to focus on the following indicators:

• - the number of infrastructure facilities on the balance sheet of the enterprise;
• - the cost of maintaining their own social infrastructure facilities;
• - expenses of the enterprise on social outsourcing;
• - the cost of the enterprise for the maintenance of collective infrastructure facilities;
• - the level of morbidity in the organization.

According to the "Organizational culture" component, the organization analyzes the presence of:

• - symbols;
• - ceremonies and rituals;
• - traditions;
• - the history of the organization;
• - code of conduct;
• - value systems;
• - high level of intergroup cohesion;
• - a deep degree of internal integration;
• - mentoring.

According to the component “Socially significant activity”, the main value should be given to such indicators as:

• - the number of implemented own social programs;
• - the number of cases of participation in the implementation of social programs of other legal entities and authorities;
• - the amount of external social investments for the development of the local community;
• - the amount of external social investment in environmental protection measures;
• - share of spending on social programs;
• - frequency of participation in social events;
• - provision of non-financial reporting.

The composition of the indicators for the "Formation of relationships" component will include:

• - frequency of participation in public events (conferences, symposiums, discussions, round tables);
• - coefficient of stability of relationships, the degree of social activity (membership in trade unions, public, non-profit organizations);
• - the degree of economic activity (membership in associations, unions, associations).

The use of this system of indicators and indicators will provide a reliable information base and improve the quality of the process of developing an enterprise's social strategy.

The implementation of the company's social strategy provides for: organizational, information technology, general instrumental, personnel and financial support for the process.

Organizational support is characterized by the formation of the main organizational and technical conditions that ensure the most effective implementation of the company's social strategy. This requires the creation or expansion of structures (positions) that will carry out strategic management of the social environment of the enterprise.

Information and technical support for the implementation of the developed strategy provides for the formation and circulation of information flows in the enterprise.

Also, the provision of autonomous technical means for collecting, accumulating, storing, processing and transmitting information, creating an appropriate information system at enterprises that will provide information to its users in a convenient form.

The main requirements for this system are the widespread use of computers, advanced information technologies, mathematical methods and modeling, etc.

The staffing of the process of implementing the social strategy is the presence at the enterprise of a set of specialists who are professionally proficient in the methodology of social management.

We are talking about the formation at the company of a multifunctional service based on the professionalization of employees of HR departments, with the mandatory inclusion of production psychologists and sociologists, specialists in the field of labor relations and ethics, as well as line managers of production units directly involved in resolving these issues.

Instrumental and methodological support, representing a set of applied methods of social management, as well as the development and use of regulatory, methodological and legal documentation for the implementation of activities for the development and implementation of a social strategy, which is associated with the availability and use of legislative acts, regulatory and reference materials, sanitary and hygienic norms, quality standards, etc.

The implementation of the social strategy can be carried out on the basis of a set of methods of purposeful influence on:

• 1) an employee;
• 2) group;
• 3) organization.

At each of these three levels, management faces specific problems, and therefore develops appropriate methods, some of them are applicable in each of the three cases, the use of another is limited to any one of them. In relation to an individual employee of the enterprise, the impact on the behavior of the individual can be distinguished:

• a) direct (order, task);
• b) through motives and needs (stimulation);
• c) through a system of values ​​(upbringing, education, etc.);
• d) through the surrounding social environment (changes in working conditions, status in administrative and informal organizations, etc.).

With regard to the group included in the production team of the enterprise, the methods of social management are distributed as follows:

• a) purposeful formation of the composition of the group (by qualification, demographic, psychological characteristics, by the number and placement of jobs, etc.);
• b) rallying the group (by organizing a competition, improving the leadership style, using socio-psychological factors and other methods).

At the level of the social organization of the enterprise, the following methods are used:

• a) harmonization of formal and informal structure (overcoming contradictions between planned and actual connections and norms);
• b) democratization of management (by increasing the role of public organizations, the widespread involvement of workers in the development of common decisions, the election of some production managers, the development of labor activity, etc.);
• c) social planning (upgrading the skills of employees, improving the social structure of the team, improving the welfare of workers and other measures).

Financial support for the implementation of the social strategy is a set of financial resources necessary for the enterprise to maintain and develop the social sphere.

An important point in the effectiveness of ensuring the process of implementing the social strategy of an enterprise is its consistency, continuity and coverage of all organizational levels of the enterprise, as well as the transparency of the results of implementation, which must be carried out through:

• - reporting based on the establishment of clear principles for the preparation of reports on the most significant social, ethical and environmental issues, their publicity and public expertise;
• - an audit characterized by the involvement of internal and external auditors to obtain an independent opinion on emerging risks, risk management in the company, as well as to confirm the accuracy and structure of the information disclosed.

The above measures will create conditions for the implementation of the social strategy and monitor the results of its implementation, providing for an increase in the authority of the departments for the development of the social sphere, interest and awareness of all levels of management in its strategic directions, as well as the availability of effective feedback.