Economic sciences / 6. Marketing and management

Cand.Econ.Sci. Baranova N. A.

A.Baitursynov Kostanay state university, Republic of Kazakhstan

TO THE QUESTION OF PLANNING AT THE AGRARIAN ENTERPRISES

Planning is among most intensively studied problem branches in the theory of economy of production. Speaking about planning in agro-industrial complex (agrarian and industrial complex) it is necessary to consider that it represents a difficult bioeconomic production system. In this regard when forecasting and planning development of agrarian and industrial complex it is necessary to proceed from interaction of economic and natural and biological processes.

At the agrarian enterprise it is necessary to consider as a main objective of planning highly profitable activity of the managing subject at the maximum satisfaction of public requirements. As fixed assets for achievement of the purpose two known ways of growth of the income of the enterprise can be chosen: at the expense of economy expenditure of applied resources and on the basis of an increment of the used capital.

Each branch of agrarian and industrial complex has the general and distinctive methodical approaches to the planning. The most part of the features connected with planning of agricultural production, follows from specifics of the agriculture as branches. Features of agriculture cause that production planning in is mute begin with the earth, instead of with capacity, as at the industrial enterprises. Expected and planned calculations of volume indicators in agriculture are carried out on plant growing and animal husbandry branches [1, p. 357].

At the same time, it should be noted that recently not all agricultural enterprises are engaged in planning of the activity as on a way of effective planning obstacles which can be divided into two groups meet.

The first groups of obstacles are personal prejudices against planning of the activity (subjective factors). In turn, personal barriers have the multidimensional nature. One of causes of failure from planning is "the business routine". Managers who are engaged directly in activity of subordinates, spend a lot of time for the solution of the current problems, that is ensure effective functioning of the division. Other reason of personal prejudices against a planning - a lack of skills and experience. One more barrier disturbing to effective planning, - unwillingness of some managers to inform others of the purposes and plans and by that to assume additional responsibility. The main reason of it is fear of failure, a lack of confidence of the forces.

The second group of obstacles is barriers at organizational level. They arise because of limitation of resources, information, difficulties of implementation of the decisions made in the course of planning.

Planning assumes a number of changes in an order and style of work, distribution of resources, decision-making and even in organization structure. The prospect of fundamental changes of some will please, and some will disturb. Resistance to any changes - one of serious obstacles in the planning sphere.

Planning threatens the developed system of relationship of the administration with subordinates. It can highlight the conflicts caused by race for power and distribution of investments. The conflicts arise between functional services, divisions. It too one of the reasons of why managers avoid planning.

The personal and organizational barriers disturbing to effective planning can be very high, but it is impossible to refuse it nevertheless. There are some ways of overcoming of such barriers [2, p.83]:

1. Support of process of planning by the top management and participation in this process. Effective planning has to begin with the top step of management. It is necessary not only to speak to the top management about importance of planning, but also to take part in it. Obvious and serious interest of the top management in itself is way of overcoming of barriers.

2. Personal responsibility for planning. The goal will be reached only when someone bears for it a personal responsibility.

3. Training in planning. Overcoming of the barriers disturbing to effective planning, goes much quicker if managers receive the corresponding preparation and gain skills on drawing up plans.

4. Effective system of exchange of information. Barriers don't arise in the organization where people freely receive and exchange information necessary for planning.

5. Communication of planning with remuneration system. Personal prejudices against planning decrease when workers award for well performed work, in this case - drawing up the effective plan.

6. Development of group skills of management. Managers usually treat those plans which they help to make the subordinate, than to those which drawing up is assigned to them more responsibly. The managers responsible for group work have to encourage exchange of information in group, provide that each member of group had opportunity to make the contribution, to establish standard of constructive obligations, to formulate ideas and to express them, without being afraid of criticism.

7. Development of probabilistic (casual) plans. The probabilistic plan is an alternative course of actions which will be accepted in case of approach of an unforeseen event (or events), not provided by the main plan. Such type of planning is very useful if the enterprise works in the difficult and dynamic environment.

8. Open reaction to resistance. Skilled managers try openly and to fight against this phenomenon structurally.

9. Understanding of that influence and effectiveness of planning have borders. Planning can't solve all problems of the organization, completely provide success of business. Managers have to explain it to the subordinates and other participants of process of planning.

Minimization of the subjective and objective factors interfering planning, will allow increasing its efficiency and effectiveness.

References:

1 Taramonov S. N. Planning at the agrarian and industrial complex enterprise. – Rostov-on-Don: Phoenix, 2006.

2 Korolev V.I. Management. - M: Economist, 2006.