Общие Принципы Стратегического Планирования, Механизмы и Условия Координации и Согласования Документов Различного Уровня - Принципы и Требования К Стратегическим Программам Структурного Характера (General Principles of Strategic Planning, Mechanisms and Conditions for Coordination and Harmonization Documents of Different Levels - Principles and Requirements By the Structural Nature of the Strategic Program)

2013 ◽  
Author(s):  
O. Berezinskaya
Keyword(s):  
Strategic Planning ◽  
Structural Nature ◽  
Strategic Program ◽  
Different Levels

Does strategic planning help firms translate slack resources into better performance?

2018 ◽  
Vol 26 (4) ◽  
pp. 395-407 ◽  
Author(s):  
Jinyu Guo ◽  
Bo Zhou ◽  
Haili Zhang ◽  
Chunjia Hu ◽  
Michael Song
Keyword(s):  
Firm Performance ◽  
Strategic Planning ◽  
External Environment ◽  
Organizational Slack ◽  
Low Levels ◽  
Using Data ◽  
The Impact ◽  
Performance Research ◽  
Practical Implications ◽  
Different Levels

AbstractIs organizational slack good or bad for firm performance? Research addressing this question has obtained mixed results. Such studies have focused mainly on the impact of environmental conditions on the slack–performance relationship. In this study, instead of focusing on the uncontrollable external environment, we consider actions determined by firms internally, in particular strategic planning. Using data from 183 US firms, we explore the connection between organizational slack and firm performance with different levels of strategic planning. The results suggest that at low levels of strategic planning the slack–performance relationship is linear, while at high levels of strategic planning this relationship is inverse U shaped. We discuss the theoretical and practical implications of these findings.

scholarly journals Multilevel strategic planning in the system of institutional governance mechanisms in Ukraine

2020 ◽  
pp. 7-23
Author(s):  
Alla Melnyk
Keyword(s):  
Strategic Planning ◽  
Management System ◽  
Industrial Development ◽  
System Analysis ◽  
Theory And Practice ◽  
Practical Implementation ◽  
Strategic Plans ◽  
Management Hierarchy ◽  
Strategic Goals ◽  
Different Levels

Introduction. The dilemma of «chaos» (a free choice of behavior by each subject) or development based on assessments and strategic goals, formed in account with internal and external factors that would allow keeping things organised, persists in countries that shape a new economic model. Dismantling of the old economic system, the formation of the foundations of post-industrial development in the XXI century raise the issue of strategic planning. Purpose. The study is devoted to the development of the methodological framework of strategic planning based on clarifying the relationships, goals, differences of its main components in the multilevel management system. Besides, it aims to assess the current practices of strategic planning tools in Ukraine and identify areas for improvement in the context of synergy and its security development. Methods. The methodological basis of the study is the use of systematic and comparative approaches in the analysis of the theory and practice of strategic planning at different levels of government. The following research methods were used: induction and deduction; system analysis is used to identify the components of strategic planning at different levels of management; PEST analysis is used to identify factors leading to insufficient effectiveness of this tool in a multilevel management system; institutional and comparative analysis is used to clarify goals and differences of individual components of the system of strategic planning; abstract and logical is used to identify patterns of evolution of strategic planning in the future; marketing analysis is used to clarify the content of management activities in the framework of strategy. Results. Scientific approaches to the interpretation of the essence and place of strategic planning in the management system are generalized. The author’s position on clarification of the content of strategic planning, delimitation of the concepts of «strategy» (as a direction of action), «strategic planning» (as a management function) is presented. The peculiarities of the presentation of strategic planning at different levels of the management hierarchy in Ukraine are shown. The reasons for the low efficiency of strategic goals success in the course of realization of strategies and strategic plans in domestic practice are revealed. The place of strategic planning in the system of institutional mechanisms of multilevel management is specified considering its current documents in Ukraine; the goals and differences of functional load at different levels of the management hierarchy are differentiated. The empirical analysis of the practice of strategic planning allowed us to identify the main challenges that require the search for management decisions at the methodological, legal, and administrative levels. Specifically, the problem of systematization, hierarchy, and autonomy of planning documents; inconsistency of government’s long-term and medium- term strategies with current financial documents (budgets); low quality of macroeconomic forecasts and disregard for international strategies, the presence of «institutional traps» have been defined. Ways to improve strategic planning at the regional and local levels have been identified, in particular in connection with the decentralization reform and increasing the power of local self-government. Attention is paid to ensuring methodologically sound and procedurally fixed interrelation of planning documents, program and financial documents, organizational and methodological support of monitoring and evaluation, as well as information feedback, application of regional and local marketing tools, etc. The conclusion is made about the expediency of considering strategic planning in the system of management mechanisms in the country as a multilevel system, increasing the level of its systematization to achieve a synergy effect, practical implementation of the highest level of strategic planning - strategizing. Discussion. In the mentioned context, the prospects for further research are the problems of coordination of strategic and financial-budget planning systems, the formation of strategic plans in a new format of administrative-territorial entities, the development of methodological and applied provisions for the implementation of strategies.

FIELDS OF POSSIBLE USING THE CHINESE EXPERIENCE OF STRATEGIC PLANNING SCIENTIFIC AND TECHNOLOGICAL DEVELOPMENT IN RUSSIA

2020 ◽  
Vol 10 (9) ◽  
pp. 1820-1828
Author(s):  
K.N. Andrianov ◽  
◽  
Y.V. Popkov ◽  
A.K. Markov ◽  
E.E. Mozhaev ◽  
...  
Keyword(s):  
Strategic Planning ◽  
Russian Federation ◽  
Innovation Policy ◽  
Technological Development ◽  
Role Of Government ◽  
Development Plans ◽  
The Russian Federation ◽  
Strategic Program ◽  
Favorable Conditions ◽  
Scientific And Technological Development

In this article, the authors assess the possibilities and formulate the directions of potential using Chinese experience of scientific and technological strategic planning in the Russian Federation. Analysis of the development and experience in managing strategic planning of scientific and technological development of the PRC made it possible to identify some areas of improving the system of strategic planning and management of scientific and technological development in Russia. The main directions of improving the innovative economic policy of Russia are proposed: to actively develop the private sector; to reduce the role of government intervention in the economy; to attract foreign investors for stimulating the economy at the macro and micro levels; to support all spheres of production, to create favorable conditions for national enterprises; to stimulate the development of production, to develop infrastructure: transport, construction, communications, the financial sector; to increase investment in education and health; to raise the standard of living of the population; to develop and improve innovation policy (in particular, increase funding for R&D, development of high technologies, improvement of the sphere of innovation and implementation services). A conclusion was made about the possibility of using various elements of the “Chinese economic miracle” in Russia, first of all, it is a systematic, consistent approach to the formation of medium-term and long-term development plans; and appropriate recommendations were given. The authors give recommendations on the possible using in Russia the Chinese experience in the development and implementation of the strategic program “China Manufacturing 2025”. The main provisions that determine the successful technological development of China, which may be of interest for use in the Russian Federation, are formulated.

scholarly journals Stabilization Pentagon Model: application in the management at macro- and micro-levels

2017 ◽  
Vol 15 (3) ◽  
pp. 42-52 ◽  
Author(s):  
Oleksii Lyulyov ◽  
Hanna Shvindina
Keyword(s):  
Data Analysis ◽  
Strategic Planning ◽  
Public Administration ◽  
Macroeconomic Stabilization ◽  
Model Application ◽  
Middle Income ◽  
The Public ◽  
Micro Level ◽  
Different Levels ◽  
The Eu

The problem of instability of industries, clusters and states influences the countries’ economies. Unavoidable changes became an attribute of the strategic planning at every level. As a result, an effective tool is needed to evaluate stability at different levels in such a way that will make it possible to manage the changes. In this paper the concept of Macroeconomic Stabilization Pentagon (MSP) was analyzed for its applicability for the EU countries of low-an-middle-income economies including Ukraine. The data analysis brought new understanding of the assessment of the public policies’ effectiveness. The model has proven its efficiency not just in the sphere of public administration, but also for the micro level management. The authors proposed the Microeconomic Stabilization Pentagon to be implemented in the research at the level of enterprises

scholarly journals Program targeted management of budgetary resources in the mechanism of public development

2019 ◽  
pp. 184-196
Author(s):  
Olga Samoshkina
Keyword(s):  
Economic Development ◽  
Strategic Planning ◽  
Public Relations ◽  
Economic Efficiency ◽  
Medium Term ◽  
Budget Planning ◽  
Socio Economic Development ◽  
Strategic Program ◽  
Long Term Forecasting

Relevance of the research topic. The development of public relations requires an increase in the effectiveness of budgetary resource management in solving the priority tasks of the country's socio-economic development and obtaining the maximum socially beneficial effect from the use of budgetary funds. Issues of strategic program targeted management of budgetary resources in the mechanism of social development, evaluation of the effectiveness of budgetary expenditures, the introduction of medium-term budget planning are becoming of current importance. Formulation of the problem. The issue of ensuring rational formation, optimal distribution and efficient and effective use of budgetary resources to meet the needs of society require a deepening study of the theoretical and methodological foundations of the program targeted management of budget expenditures in the system of state strategic planning, evaluation of the effectiveness and socio-economic efficiency of budget expenditures and budget activities, medium-term budget planning taking into account the criteria for priority and budget effectiveness. Analysis of recent research and publications. The issues of program targeted management of budgetary resources are devoted to the works of foreign and domestic scientists C. Weiss, E. Vedung, A. Premchand, V. Tanzi, L. Vasyutinskaya, I. Zapatrina, N. Kornienko, L. Lysyak, Y. Ostryshchenko, V. Fedosov, I. Chugunov and others. Selection of unexplored parts of the general problem. The study of program targeted management of budgetary resources in the mechanism of social development is actualized due to the need to effectively address the strategic priorities of the country's development in various spheres of public relations, the use of budget expenditures as an effective tool for regulating economic and socio-demographic processes in the country. Setting the task, the purpose of the study. The task of the study is to reveal the features of the effective functioning of the program targeted management of budgetary expenditures in the system of state strategic planning and forecasting to rationalize the distribution and use of budgetary resources in order to achieve priorities of the budget and socio-economic policy of the state. The purpose of the study is to reveal and improve the theoretical and methodological basics of the program targeted method of managing budgetary resources in the mechanism of public development. Method or methodology for conducting research. The article uses a set of scientific methods and approaches, including dialectical, systemic and structural methods, comparative and factor analysis, methods of scientific abstraction, analysis and synthesis. Presentation of the main material (results of work). The essence of the program targeted method of managing budget resources and the peculiarities of its functioning in the mechanism of public development are revealed; improved provisions for long-term forecasting and medium-term program targeted planning of budget expenditures in the system of state strategic planning and forecasting; developed approaches to assessing the effectiveness and socio-economic efficiency of budget expenditures and budget activities. The field of application of results. The results of the study can be used in the process of formation and implementation of state policy in the field of budget expenditures. Conclusions according to the article. Strategic program targeted management of budgetary resources provides for long-term forecasting of budget expenditures within the framework of the country's socio-economic development strategy, budget strategy, sectoral strategic plans, as well as medium-term program targeted planning of budget expenditures within the framework of a long-term budget expenditures forecast, taking into account the criteria for prioritizing public development and budget effectiveness. A systematic assessment of the effectiveness and socio-economic efficiency of budget expenditures allows you to create an integrated closed-loop budget expenditure management system aimed at ensuring dynamic optimization of the allocation and use of budgetary resources based on the criteria of the expected and achieved level of budgetary expenditures effectiveness in order to minimize budget losses and maximize budget results for all stages of the budget process.

Strategic Programs

2011 ◽  
pp. 222-255
Author(s):  
Eng K. Chew ◽  
Petter Gottschalk
Keyword(s):  
Strategic Planning ◽  
Portfolio Management ◽  
Business Strategy ◽  
Enterprise Architecture ◽  
Gap Analysis ◽  
Management Practice ◽  
Program Planning ◽  
Project Portfolio Management ◽  
Strategic Program ◽  
It Strategic Planning

The previous chapters describe how IT strategy and enterprise architecture can be defined in line with business strategy. The success of business and IT strategies, as explained in Chapter IV, depends on the firm’s ability to translate the strategies into work packages known as strategic programs, and diligently plan, prioritize, and execute the strategic programs in a sequence that is in accordance with the business strategy and priorities. Chapter VI describes enterprise architecture as the link between business strategy and information systems planning and implementation (which, in effect, executes the strategy). The gap analysis of the current enterprise architecture in comparison with the target or future state architecture will identify the scope and extent of change required on the current architecture to transition towards the target architecture. Compared to business strategy gap analysis, architecture gap analysis offers a more granular and integrative assessment of the business and system changes required to realize the business strategy. The scope and extent of architecture change required constitutes the overall scope of the strategic programs that need to be defined and developed to deliver the objectives of the business strategy. These programs will be prioritized by IT governance using IT project portfolio management principles. Their implementations in time sequence will define the migration path of the current enterprise architecture towards the target future state architecture. This chapter explains the theory behind and the practice of strategic program planning and program management. We first describe two contrasting approaches to IT strategic planning, namely: the Cassidy model, and the Y model discussed in Chapter IV. The Cassidy (2006) model uses the business vision to define the IT architecture direction from which the IT strategic plan is then specified including its business case justification. In terms of the Y model, strategic program planning and execution fall in stages 4, 5, 6, and 7 of the model. Discussions of the Y model and analysis of barriers to strategy implementation will give the readers a basic understanding of IT strategic planning and program execution (introductory project management practice). We conclude the chapter by describing the principles and methods for enterprise architecture-driven strategic planning as well as IT project portfolio management principles. This is a more advanced practice, typically taken by firms with higher maturity in IT management practice.

Strategic Programs

2012 ◽  
pp. 255-280
Keyword(s):  
Strategic Planning ◽  
Portfolio Management ◽  
Enterprise Architecture ◽  
Program Planning ◽  
Project Portfolio Management ◽  
Basic Principles ◽  
Product Service ◽  
Service Portfolio ◽  
Strategic Program ◽  
It Strategic Planning

This chapter explains the theory behind and the practice of strategic program planning and program management. The authors first describe two contrasting approaches to IT strategic planning, namely: the Cassidy Model and the Spewak Enterprise Architecture Planning (EAP) methodology. The authors then describe the principles and methods for enterprise architecture-driven strategic planning and the related IT project portfolio management principles. They conclude the chapter by explaining the basic principles of product/service portfolio strategic planning by describing a couple of recent approaches in the literature.

Strategic Planning: Challenges and Solutions

2019 ◽  
Vol 13 (2) ◽  
pp. 23-31 ◽  
Author(s):  
D. A. Afinogenov ◽  
E. Yu. Kochemasova ◽  
S. N. Sylvestrov
Keyword(s):  
Economic Development ◽  
Civil Society ◽  
Strategic Planning ◽  
Public Administration ◽  
Economic Security ◽  
Federal Law ◽  
Strategic Decisions ◽  
Analysis And Evaluation ◽  
Important Means ◽  
Different Levels

The purpose of the proposed article is to identify the range of challenges and their solutions related to the practice of implementation of the Federal law “On strategic planning” in 2015–2018. The authors revealed the causes of redundancy, the inconsistency of strategic planning documents, different in level and importance for public administration. We showed that the lack of interconnection of goals and criteria for their achievement at different levels of management and between ministries (departments), the lack of a generally accepted methodology for the analysis and evaluation of the implementation of strategic decisions reduces the importance of strategic planning as an important means of improving the efficiency of public administration. Particularly, we noted that the unbalanced system of strategic planning hinders the pace of economic development and weakens the country’s ability to ensure economic security. The article reveals the measures that can and ought to be taken by the state, business and institutions of civil society to overcome the barriers and difficulties of implementing strategic planning.

scholarly journals Objective / subjective information strategies in electronic German media

2021 ◽  
Vol 27 (1) ◽  
pp. 172-177
Author(s):  
М. А. Cherezova
Keyword(s):  
Multicomponent System ◽  
General Reader ◽  
Discursive Space ◽  
Electronic Texts ◽  
Subjective Information ◽  
Information Strategies ◽  
Evaluation Strategies ◽  
Language Analysis ◽  
Strategic Program ◽  
Different Levels

The article is devoted to the research of linguistic implementation of objective / subjective information strategies in the complex of electronic texts (article + comments) from modern German media. The material of the research was the primary texts of messages on topical issues from the newspaper ZEIT ONLINE and the magazine Focus Online as well as secondary texts of messages in the form of comments from the general reader. According to the analysis it is obvious that the strategic program in the studied discursive space is a complex multicomponent system due to both the intentional attitudes of the sender of the message and the special conditions of interaction in the Internet space. The topicality of the research is determined by consideration of verbal organization and implementation of the information strategies chosen for analysis and sorted on the objectivity subjectivity scale. The author emphasizes the use of means of different levels of the German language in the process of overlapping and intentional change of strategies. The emphasis is made on the fact that the strategic program of the message sender in the electronic environment can be guessed by the recipient, but there is no further continuation in the comments. The scientific novelty of the research is determined by the fact that in electronic German media a commentator, choosing suitable strategies of his own can turn the polemics based on what he read in the article into a new direction. In the course of the language analysis, it is noticed that for an electronic article, strategies of objective information are the most typically ones (detail strategy, information and interpretation strategy, logical persuasion strategy and evasion of the truth strategy), and for an electronic comment, it is more common the choice of subjective information strategy (control over the topic strategy, feelings appeal strategies and evaluation strategies).

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