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Analityczny proces hierarchiczny jako narzędzie podej-mowania strategicznych decyzji w warunkach niepewności na przykładzie menedżerów organizacji publicznych

100%
Lichwa K.
Zarządzanie i Finanse
|
2012
|
vol. 1
|
issue 2
573-584
EN
The aim of the paper is to evaluate the functioning of public organizations and their decision-making processes. The article examines the application of AHP method using the example of energy strategy problem. By presenting possibilities of AHP method it will be proven that public administration’s decision-makers can use various management methods to improve the effectiveness of their decisions.
2

THE SUCCESSFUL STRATEGIC PLANING

100%
Penc-Pietrzak I.
Pieniądze i Więź
|
2005
|
vol. 8
|
issue 1(26)
79-87
EN
Nowadays firms function in a very turbulent environment. In such conditions the strategic planning is still a very useful tool of management; it reduces the risk of activity, enables to co-ordinate different functions in the company and forces to use the methods of strategic analysis. The model of strategic planning consists of six major components: formulating goals, the analysis of an environment, the analysis of an organisation, formulating the strategic alternatives, the choice of the best one and working out the strategic, tactical and operational plans. In the successful strategic planning managers must avoid such 'cardinal sins' as: writing down too many tasks in the plan, focusing on problem-solving versus futuring, focusing only on the company and industry opportunities and threats, rounding up the usual suspects to participate, planning for one emerging future only etc. Besides the strategic planning process evaluations there are several major differences between the way yesterday's and today's companies practice this planning. These differences concern such areas as: assumptions about the future, forecasting methods, competitive analysis, competitive environment, basis for strategies, time of planning and plan development frequency. Nevertheless there are some rules to make the strategic planning successful: emphasising the process of planning, not the financial aspects of the plan, gearing the plan to events, planning to expend money step-by-step, setting up a monitoring system and avoiding excessive publicity about long-term financial goals.
3

THE SYSTEM OF STRATEGIC INDICES OF MACHINE-BUILDING ENTERPRISES ACTIVITY

80%
Petryshyn N. Y.
Rehionalna ekonomika
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2008
|
issue 4(50)
173-184
EN
The modern condition of native machine-building and problems of enterprises of the branch has been described. Basic performance indices of the machine-building enterprises have been considered. The system of strategic performance indices of machine-building enterprises in accordance with the projections of Norton-Kaplan has been worked out and grounded.
4

STRATEGICKÉ PLÁNOVANIE V PODNIKOCH NA SLOVENSKU

80%
Slávik Š.
Ekonomický časopis (Journal of Economics)
|
2009
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vol. 57
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issue 4
367-386
EN
Strategic planning went to pass theory and practice with inconsistent development, but it found a strong place in the theory, in the practice and business environment. It became a natural part of business management. However, there are permanently emerging questions considering its development. The most important issues in contemporary time are a rate of formalization of strategic plan content, standardization procedures of strategic planning, effectiveness of strategic planning and methods of strategic plan formation. Submitted article tries to give a basic knowledge about a state of strategic planning practice in companies on territory of Slovakia.
5

Strategicheskoe planirovanie dlya «zelenoy» ekonomiki

80%
Potapenko V. G.
Mekhanizm Rehuluvannya Economiky
|
2012
|
vol. 4 (58)
53-58
EN
Analysed research and practical experience in strategic planning initiated by Academician V. Vernadsky in Ukraine, about a hundred years ago. The strategic priorities for the use of experience of strategic planning for sustainable development by the implementation of «green» economics. He aim of the study is to analyse the experience of the strategic planning for the needs of the state regulation of market relations in the context of the development of «green» economics.
6

TARGET TREND AND STRATEGIC PLANNING MODELING OF BANK INSTITUTION DEVELOPMENT

80%
Drebot N. P.
Rehionalna ekonomika
|
2008
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issue 2(48)
176-182
EN
Expediency of strategic planning in a bank has been characterized. Target trend of banking planning has been analyzed. Methodology of modeling bank's development strategic planning based on considering market advantages, orientation on maintenance of competitiveness and positive image creation has been substantiated.
7

PECULIARITIES OF IMPLEMENTATION OF STRATEGIC ENVIRONMENTAL ASSESSMENT IN PRACTICE OF REGIONAL MANAGEMENT (Osoblyvosti zaprovadzhennia stratehichnoi ekolohichnoi otsinkydo praktyky rehionalnoho upravlinnia)

70%
Chernykhivs'ka A. V.
Mekhanizm Rehuluvannya Economiky
|
2010
|
vol. 3 (47)
238-244
EN
Basic methodological approaches for implementation of strategic environmental assessment is examined, the framework and objectives of assessment in regional management system is defined, the possibilities of implementation and usage of mentioned tool in Ukrainian practice of governing foe sustainable development is presented.
8
Content available remote

STRATEGIC PLANNING, REGIONAL GOVERNANCE AND REGIONAL IDENTITY BUILDING IN PRESOV REGION

70%
Smith S.
Sociológia (Sociology)
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2006
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vol. 38
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issue 6
483-506
EN
This article describes how four strategic planning initiatives in Presov region relate to regional identity building and regional governance, and to the vertical integration of strategic planning at national, regional, sub-regional and local scales. The plans are read as records of an institutionalising process, the product of which is the creation of a lasting collaborative relationship between actors. The importance of strategic planning as a governance tool was accentuated by the conjuncture of the advent of regional self-government and the accession of Slovakia to the EU, which prompted a reform (and a partial decentralisation) of regional policy. The case studies indicate that a bottom-up, endogenous approach to local and regional strategic planning has predominated, but there is little will to harmonise local and regional development perspectives. The coordinating function which regional authorities are supposed to assume has been a difficult challenge for them, as they confront a crisis of legitimacy. Alternative regionalisations and regionalisms thus coexist in the same or overlapping spaces. This could be interpreted positively, as a sign of regional identity building and adaptability, but only if a greater degree of connectivity were present could Presov become a 'learning region'.
9

BASES OF STRATEGIC PLANNING OF DEVELOPMENT OF THE ENTERPRISES OF OIL-REFINING BRANCH (Zasady stratehichnoho planuvannia rozvytku pidpryiemstv naftopererobnoi haluzi)

70%
Pobihun S. A., Prokopenko O. Y.
Rehionalna ekonomika
|
2009
|
issue 2(52)
88-94
EN
The essence of efficient management of the fuel-power complex has been considered. The principles of strategic planning of development of the oil -refining enterprises in conditions of mixed form of ownership and the market environment have been grounded.
10

Finansove planuvannya yak peredumova finansovoyi stabil'nosti pidpryyemstva

61%
Telyshevska L. I., Andruschenko N. P., Sergeyev S. S.
Mekhanizm Rehuluvannya Economiky
|
2013
|
vol. 2 (60)
71-78
EN
The demand for drawing up financial plans, constantly changing economic conditions, unstable tax system, Joint-stock companies which make false calculation of financial indicators, determine the need to develop ways of financial support tasks in the field of entrepreneurship, in particular through the financial planning process. In the article proved expediency of development of financial plans as one of the main preconditions for financial stability in the management of production-financial activity of the enterprise. Analyzed the specific process of financial planning and singled out the methodology of its implementation. Study of the nature of financial planning gave an opportunity to reveal several measures concerning its improvement, namely: the application of a balanced scorecard as a tool for strategic planning and systematic SWOT-analysis as a key element of strategic planning, ERP-system for greater flexibility of financial planning and budgeting, better implementation business development strategy based on key performance indicators of the enterprise.
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