CC BY
0УДК 33 Atayeva A., Seyitmyradova G., Aganyyazov M.
Atayeva A.
Teacher of the Department of Economic management in enterprises Turkmen State Architecture and Construction Institute (Ashgabat, Turkmenistan)
Seyitmyradova G.
Student Faculty of Economics and Management Turkmen State Architecture and Construction Institute (Ashgabat, Turkmenistan)
Aganyyazov M.
Student Faculty of Economics and Management Turkmen State Architecture and Construction Institute (Ashgabat, Turkmenistan)
MANAGING THE STRATEGIC PLAN AND MONITORING ITS IMPLEMENTATION IN THE ECONOMIC ACTIVITY OF THE ENTERPRISE
Аннотация: this article provides a brief overview of managing a strategic plan in an enterprise's economic activity and monitoring its implementation. It also provides a brief overview of ways to integrate the planning and control processes.
Ключевые слова: economics, management, business economics, protections, formal, informal, legal claims, competitiveness.
In the previous chapters, we mainly talked about developing and implementing strategic plans. Today, there are many ways to integrate the planning and control processes, two of the most common ways to ensure a high level of integration are budgets and management by objectives.
Characteristics of management systems in Japan and the United States:
Budgets. One of the main functions of planning is to allocate resources as efficiently as possible. Plans help direct resource-related actions and decisions in ways that help achieve organizational goals. However, in most cases, plans do not address fundamental issues (what resources the company has and how they should be used to achieve goals), and they do not answer the basic question, namely, what goals are realistically achievable when there are specific available resources. These issues are the pragmatic foundation, the "nuts and bolts" of planning.
A budget is a method of allocating quantified resources to achieve specified objectives. Budgets are the most common part of formal planning. Although most organizations do not formulate their goals and strategies in a formal, written form, many of them use formalized budgets. You probably know what a budget is because many families and individuals set their budgets by determining the best, most affordable way to spend a limited amount of money on basic necessities and other necessities.
Stages of budgeting. Budgeting can be divided into four stages. Stage 1 -declaration of the overall goals of the organization by management. Regardless of the size of the organization, the most important issue will be the expected level of sales volume. In the 2nd stage, departments and directorates prepare a cost list of daily expenses for a certain period, for example, half a year or a year. In the 3rd stage, managers conduct an analysis of the budget proposals, after which the departments process them, taking into account the recommendations of the top management. At this stage, top management allocates resources within the organization. In the 4th stage, final budgets are prepared, which list all the funds and how they are used. Finally, these detailed calculations are compared with the performance of the specific department, thereby determining whether managers are able to implement these guidelines.
Management by objectives. As mentioned, control is based on planning. Effective control should be integrated into the planning process, which is essential to the overall effectiveness of the management process. Budgeting is an effective
method of quantitative intervention and control. Management by objectives (MBD) is a technique that has the potential to combine planning and control in this complex area of management.
MBD is also a justification technique that allows people to overcome some negative influences on their behavior. E. Ray's words on the main purpose of including planning and control and productivity improvement in management by objectives can be an example: "The main task (in MBD) is to try to anticipate and influence the future, rather than waiting for a certain time." It is a "results-oriented" philosophy of management that emphasizes the importance of success and results. In general, it focuses on changing and improving individual and organizational effectiveness. The concept of MBD is believed to have been first proposed by P. Drukker as a way to improve organizational effectiveness. He believed that each manager in an organization should have clear organizational goals that ensure support for the goals of the managers at the next organizational level.
Another method of MBD, they believe, is necessary because it allows managers to be evaluated based on personal qualities rather than results. For example, if a subordinate does not take initiative at work, this will be an ineffective form of communication. It is not specific enough for the person to understand how to correct the defect in the work. But when you tell him that your productivity is 10% below the target set six months ago, that data becomes an accurate benchmark for developing measures to monitor and improve performance.
СПИСОК ЛИТЕРАТУРЫ:
1. Law of Turkmenistan "On State Support of Small and Medium Entrepreneurs". - Ashgabat, 2009;
2. Law of Turkmenistan "On Enterprises". - Ashgabat, 2000
