Planning of social development at the enterprise. Social planning Social orientation and effectiveness of planning

Ministry of Agriculture Russian Federation
FGOU VPO "Orenburg State Agrarian University"
Institute of Management

Department of Management
personnel and psychology

Course work
in the discipline "Sociology of Management"
on the topic:
"Methods of Social Planning"

Done: student
5 course "UP" 51 groups
Gaskarova M.B.
Checked by: teacher,
Ph.D. Alimbaeva B.B.

Orenburg-2010

Introduction……………………………………………………………………………….3
Chapter 1. Theoretical aspects of the methodology of social planning ....... 5

The essence of social planning………………………………………... .5

Social planning methods……………………………………….…. .eight

Chapter 2. Analysis of social planning methods of MUSON “Perevolotsk KTSSON”……………………………………………………………………………….15
15
2.2 Program-targeted planning of social development of MUSON “Perevolotsk KTSSON”………………………………………………………..…. ..23
Conclusion……………………………………………………………..………….….27
List of used sources and literature……………………………..30

Introduction
Relevance the chosen topic is due to the need to identify, prioritize and address social problems, since social planning is necessary in every organization for the effective functioning of the processes of the social sphere.
An analysis of the various periods of development of our country allows us to conclude that social problems have always existed and the current stage is no exception. Unemployment, unstable moral behavior, the consequences of social and economic reforms are just some of the negative aspects of the social environment. Our state is solving urgent problems social sphere at all levels of management, however, the leading role belongs to enterprises, since it is here that the most important conditions for the life of members of society, their social status and working conditions are formed. The solution to these problems is to carry out social planning of the organization. The effectiveness of this activity and the achievement of the set goals depends on right choice one method or another of social planning. Currently, in theory and practice, a large number of methods aimed at achieving a specific goal are presented. These methods have their own set of tools. Using this, a social planner chooses the appropriate method depending on the characteristics of his organization and the tasks assigned to him.
In Russian sociology, Leningrad researchers made a great contribution to the development of social planning problems: V.M. Elmeev, D.A. Kerimov, B.Ya. Lyashenko, A.S. Pashkov, V.R. Polozov.
object research is a municipal institution social service population "Perevolotsk complex center of social services for the population".
Subject term paper is a study of the methods of social planning of the institution.
aim this course work is to consider the methodology for determining social planning, identifying areas of application of the most effective methods.
To achieve this goal, the following tasks are solved in the work:
1. Reveal the essence and content of social planning methods.

Analyze the state of social planning in the MUSON "Perevolotsk CCC"

Apply program-targeted planning of social development MUSON "Perevolotsk CCC"

In the process of writing this term paper, textbooks were used: Kataeva V., Bukhalkov M.I., Reshetnikova A.V., as well as the journal "Problems of Forecasting", "Russian Economic Journal".

Chapter 1. Theoretical aspects of social planning methods

1.1 Essence of social planning
Social planning is a scientifically based definition of goals, indicators, development tasks social processes and the main means of their implementation. Each state, taking care of the prospects of its population, constantly plans and implements various programs of social development.
Social planning is a form of regulation of social processes in society related to the life of the population. The main task of social planning is to optimize the processes of economic and social development, to increase socio-economic efficiency.
The object of social planning is social relations at all levels, including:
- social differentiation;
- social structure;
- the quality and standard of living of the population, the quality and level of consumption;
- availability of housing, its comfort;
- provision of the population with the most important types of goods and services;
- development of education, healthcare, culture;
- determination of the volume of these services provided to the population on a paid and free basis.
The idea of planning in its origin is a socialist idea. It was expressed in the most complete form by representatives of utopian socialism - A. Saint-Simon, C. Fourier, and R. Owen even tried to realize it in life. By the end of the 19th century, the need for planning was increasingly becoming the property of the practice of solving economic problems. Planning was considered mainly within the framework of large industrial formations - trusts, concerns, firms. The term social planning itself was first used in F. Roosevelt's New Deal, which was developed as a way out of the US from the most severe crisis of the early 30s of the XX century. Subsequently, in American sociology, this concept was analyzed in close connection with the forms and methods of implementing social policy, in particular, with ensuring the social protection of the population.
The most striking example of social planning in Soviet Russia is the illiteracy eradication program, when a set of measures made it possible in a short historical period to mobilize all forces to solve this problem of long-term importance. In Russian sociology in the 1960s and 1970s, Leningrad researchers made a great contribution to the development of social planning problems: V.M. Elmeev, D.A. Kerimov, B.Ya. Lyashenko, A.S. Pashkov, V.R. Polozov. In the 1980s, interest in this issue declined, and in the 1990s it practically disappeared, largely because the rejection of the ideas of socialism led to the rejection of the ideas of planning in general and social planning in particular.
There are three levels of social planning:

national level;

regional level;

enterprise level.

Social planning at the national level

Legislative authorities, exercising their functions, adopt a number of laws regulating social planning: for example, the Federal Law “On Minimum State Social Standards” dated June 11, 2003, “National Standard of the Russian Federation Social Services for the Population. Main types social services", GOST R 52143-2003.
On the basis of the current legislation, through social planning, federal programs of social development are being developed. At the national level, forms of social planning are chosen, a number of tasks are formulated, the execution of which is delegated to various state and public institutions.

Social planning at the regional level

Planning social programs in the regions also provides for determining the content of changes. Key elements of this process include: establishing an initiative planning committee, electing a local coordinator or facilitator; choice organizational structure that can ensure public participation. As well as the search, selection and attraction of members for the organizational structure that will implement programs in the region; definition of the purpose and objectives of the program, distribution of roles and responsibilities, provision of training. Social planning at the regional level is that the territorial bodies get the opportunity to independently choose a method for determining a social problem.
3.Social planning in enterprises
Planning for the social development of labor collectives constitutes the third level of social planning. Different types of production teams require different methods when planning their development. The experience of social planning suggests that at the enterprise level it is most effective to use plans that are based on the principles:
1. The abilities and capabilities of each employee that affect the development of production and self-improvement should be taken into account in the first place.
2. The effectiveness of social planning directly depends on the conditions created at the enterprise or in the organization for employees, individual advantages that they can receive in the distribution of material and intangible benefits. It is necessary to combine all the resources and efforts undertaken by the state to improve the living standards of workers and the resources that a particular region has. An equally important factor in the implementation of this principle is the improvement of material and moral incentives. In recent years, many proposals have been made and a number of experiments have been carried out to increase people's interest in the final results of labor.
3. The processes of human interaction with a production organization, city or district should not proceed spontaneously, accidentally, spontaneously, but should be an expression of conscious activity
The system helps to develop these principles and conduct social planning at the enterprise. labor law Russian Federation .

1.2 Methods of social planning
Social planning is an activity that requires the availability of techniques and methods used to calculate planned indicators and the plan as a whole. This is expressed in the methods of social planning.
A method is a systematic way to achieve a theoretical or practical result, solve a problem or obtain new information based on certain regulatory principles of cognition and activity, understanding the specifics of the studied subject area and laws of functioning of its objects. It outlines the path to achieving the goal and includes standard and unambiguous rules that ensure the reliability and validity of the knowledge gained.
Let us single out the generally applicable methods of social planning, which allow planning on various levels:

social experiment;

balance method;

program-targeted planning;

methods of mathematical modeling;

normative method;

complex method.

1. Social experiment
A social experiment is a method of studying social phenomena and processes, carried out by observing the change in a social object under the influence of factors that control and direct its development. The social experiment involves:
- making changes to existing relationships;
- control over the impact of changes on the activity and behavior of the individual and social groups;
- analysis and evaluation of the results of this influence.
The implementation of a social experiment presupposes a change in the current situation, in which a certain community of people (work collective) acts as a controlled subsystem and a certain subordination of the activities of this community to the goals of the experiment itself. A social experiment is a method used in management that allows you to obtain information about the quantitative and qualitative changes in the performance of a managed social object as a result of the impact on it of new factors introduced or modified by the experimenter and controlled by him. A classic example of the successful implementation of a social experiment in order to improve management efficiency is the famous research conducted under the guidance of the famous American sociologist E. Mayo in 1924-1932. at the Hawthorne Works near Chicago.

balance method

With the help of the balance method, the principle of balance and proportionality is implemented. Its essence lies in linking the needs of the country, region, organization in various types of products, material, labor and financial resources with the possibilities of production of products and sources of resources. The balance method involves the development of balances, which are a system of indicators in which one part characterizing resources by sources of income is equal to the other, showing the use in all directions of their expenditure. Currently, the role of balances developed at the macro level is increasing: the balance of payments, the balance of income and expenditures of the state, the balance of cash income and expenditures of the population, the consolidated balance labor resources, supply and demand balances. The results of balance calculations serve as the basis for the formation of structural, social, financial-budgetary and monetary policy, as well as the policy of employment and foreign economic activity. Balances are also used to identify imbalances in the current period, open up unused reserves and justify new proportions. The system of balances used in planning includes: material, labor and financial.

Program-targeted planning

In the world practice of management and marketing, program-target planning in organizations has been used since the beginning of the 60s and during this time it has managed to establish itself as the most reliable method of planning. Program - target planning is one of the types of planning, which is based on the orientation of activities towards achieving the set goals. The key concept of program-target planning is the program. The program is a set of measures for the implementation of strategies. Setting goals in the program-target method of planning is the formation of a "tree of goals". Then, in accordance with it, a system of measures to achieve the goals, called the target, is determined. integrated program. For its implementation, a special control system is being built, which brings the tasks of the program to specific performers and controls their implementation. The organizational structure of this system is thus determined by the "tree of goals", the composition of the performers and the content of the program.
Consider its main stages:
1. Formation of the general structural scheme of the system and its main characteristics (stage of composition).
2. Development of the composition of units and the main links between them (structuring stage).
3. Development of quantitative characteristics of the administrative apparatus, establishment of the procedure for its activities (regulation stage).
At this stage, the system of goals and objectives of the organization, its type and legal status, the degree of independence, the boundaries of activity, and the composition of functions are determined. At the second and third stages, more detailed system parameters are set.
The theory of planning and building control systems to solve new problems should be based on an analysis of the practice of creating and operating existing systems. The main difficulty lies in the fact that, among the many single facts and observations of various specialists, to identify some key provisions, patterns that are common to planning and building all control systems. Among them are the following:
1. The formation of a management system is a multi-stage process.
2. A necessary condition for the beginning of planning, and then the creation of the system under consideration, is the presence of a certain social need that needs to be addressed.
3. The solution of newly emerging problems does not necessarily require the creation of new management systems. Many problems can be successfully solved within existing systems. Usually, a special set of measures (program) is developed for this, and resolutions or orders are prepared obliging the corresponding systems to perform the new functions assigned to them.
4. To select a method for solving problems, their research is preliminarily carried out. The solution of a complex problem usually begins with the construction of a "tree of goals" to be achieved by organizing and carrying out a certain set of activities. The program-target planning method looks quite attractive, as it allows to a large extent influence the situation under study. However, it has a number of significant drawbacks:
1. Methodical incompleteness. To date, clear, well-established definitions have not been created for a wide range of conceptual provisions for the development and implementation of integrated programs.

2. Program-target planning is used mainly to improve existing management systems, and not to solve new problems.
3. "Forgetfulness" of control systems. This refers to the situation when, at some stage in their development, control systems begin to lose touch with the problems for which they were created.
4. Methods of mathematical modeling
Mathematical modeling in sociology is the use of mathematical language and apparatus for describing and subsequent analysis of the main properties of social phenomena and processes. Mathematical modeling makes it possible to replace the direct analysis of real phenomena with an analysis of the properties and characteristics of mathematical objects. The mathematical model of a social object is a set of formal relationships between model indicators, divided into parameters and variables. Model parameters usually reflect external conditions and slightly changing characteristics. Model variables reflect the main characteristics for this study; analysis of the change in their values is the main goal of modeling. Planning economic and social processes using models includes the development of a model, its experimental analysis, comparison of the results of predictive calculations based on the model with actual data on the state of an object or process, correction and refinement of the model.
The use of mathematical modeling in sociology practically began at the end of the 19th century. and especially intensified in the middle of the twentieth century, which was facilitated by the emergence of electronic computers and the widespread dissemination of sociological research. At present, it is difficult to give an unambiguous classification of mathematical models used in sociological research.

5. Normative method

Normative method - a method of regulating the activities of production and non-production links with the help of norms and standards that reflect social requirements for the costs and results of activities, their distribution and use. Orients labor collectives to the fulfillment of planned targets at the lowest cost of labor, material and financial resources. The unity of the process of social reproduction, all its aspects and elements provides an objective opportunity to form a single system of interrelated norms and standards. Its main principles:
- the commonality of the methodological approach to the formation of norms and standards, regardless of management levels and planning horizons;
- progressiveness of norms and standards, their systematic updating in accordance with changes in the production process and non-production sphere on the basis of scientific and technological progress and other factors;
- comparability of norms and standards formed at different levels of management.
At enterprises normative base revised annually on the basis of taking into account the influence of such factors as raising the technical level of production, improving the organization of production and labor, improving product quality, changing its composition and volume. In the current system of norms and. they are grouped as follows:
- standards for the efficiency of social production; norms and standards of labor costs and wages;
- norms and standards of consumption and stocks of raw materials, materials, fuel and energy; norms and standards for the use of production capacities and norms for the duration of the development of design capacities of newly commissioned enterprises and facilities;
- norms of capital investments and capital construction;

Norms and standards for the needs and stocks of equipment, as well as its use; financial norms and regulations;
- norms of cash costs for production;
- socio-economic norms and standards;
- norms and standards of protection environment.

Complex method

An integrated method is the development of a program taking into account all the main factors: material, financial and labor resources, performers, deadlines. Its use requires compliance with the following requirements:
- determination of the pace and proportions of the development of the social process;
- statistical and dynamic models and development of the main indicators of the plan.
Summing up, it should be noted that social planning is a set of goals and indicators for the development of social processes. It is an important element not only at the state and regional levels, but also at the enterprise level. This chapter presents the generally accepted methods of social planning. Each method differs in its focus, scope, tools. Such a variety of methods allows a wide choice. It should be noted that each method, along with positive aspects, has negative aspects that must be taken into account when choosing.

Chapter 2. Analysis of social planning methods MUSON "Perevolotsk CCC

2.1 Organizational and economic characteristics of the MUSON "Perevolotsk KTSSON"
The municipal institution of social service of the system of social protection of the population "Perevolotsk complex center of social service of the population" (hereinafter referred to as the center) is being created in order to provide families and individuals who find themselves in a difficult life situation with assistance in the implementation of legal rights and interests, assistance in improving their social and financial situation, as well as psychological status. Abbreviated name: MUSON "Perevolotsk KTsSON". Center is legal entity, has in operational management the property reflected on its independent balance sheet, settlement and other accounts in banking institutions, as well as seals, stamps and letterheads with its name.
The property of the center is the municipal property of the Perevolotsky district of the Orenburg region and belongs to the center on the right operational management. The founder of the center is the municipal formation Perevolotsky district of the Orenburg region represented by the head of the administration of the municipal formation Perevolotsky district of the Orenburg region. In its activities, the center is guided by the Constitution of the Russian Federation, Federal Laws, Decrees and orders of the President of the Russian Federation, decrees and orders of the Government of the Russian Federation, regulatory legal acts of the Ministry of Labor and the Ministry of Social Development of the Orenburg Region, the Russian Federation, the Charter of the Municipal Formation Perevolotsky District of the Orenburg Region, others normative legal acts and this Charter.
Legal address: Orenburg region Perevolotsky district, Perevolotsky settlement, st. Leninskaya, 86
The activity of the center is carried out in the following functional areas:
- solution general issues support of citizens;
- social support for families, women and children;
- social support for the elderly and the disabled.
The activity of the center is aimed at carrying out social, health-improving, pedagogical, preventive and other measures, in connection with which, the center carries out:
- monitoring of the social and demographic situation, the level of socio-economic well-being of citizens in the service area;
- taking into account citizens in need of social support, determining the forms of assistance they need and the frequency (permanently, temporarily, on a one-time basis) of its provision;
- provision of social, socio-pedagogical, legal, psychological, medical, household, trade, advisory and other services to citizens;
- participation in the work on the prevention of neglect of minors, the protection of their rights;
- involvement of state, municipal and non-state bodies, organizations and institutions (health, education, migration service, employment service, and so on), as well as public and religious organizations and associations (veteran, disabled, committees of the Red Cross Society, associations of large families, single-parent families and so on) to address issues of providing social support population and coordination of their activities in this direction;
etc.................

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COURSE WORK

in the discipline "Sociology of Management"

on the topic "Social planning at the enterprise"

INTRODUCTION

CHAPTER 1. THEORETICAL ASPECTS OF SOCIAL PLANNING AT THE ENTERPRISE

1.1 The essence of social planning in the enterprise

2. ANALYSIS OF SOCIAL PLANNING AND SOCIAL DEVELOPMENT OF ORtrans LLC

2.1 general characteristics ORtrans LLC

CONCLUSION

LIST OF USED LITERATURE

INTRODUCTION

Social planning implies the timely identification of development problems social structure, assessing the main indicators of its condition, collecting information, determining the actual state of affairs, establishing the priority of solving social problems, i.e. defining the goals and objectives of the plan, developing a draft plan, as well as determining the resources for its implementation. Social planning is necessary in every organization for the effective functioning of social processes.

The relevance of the implementation of social planning in enterprises at the present stage is associated with a number of reasons. Firstly, this is due to competition and the appearance on the market of enterprises with foreign capital, where the owners offer their Russian employees social programs, more attractive in comparison with domestic enterprises - competitors. Among Russian enterprises, there is an awareness that it is possible to compete in the labor market not only in terms of wages, but also in terms of the volume and content of social packages. There is an incentive for the management of enterprises to introduce modern systems increasing the motivation of employees.

Secondly, the problem of planning social programs at Russian enterprises arises in connection with the problems of attracting qualified personnel and rejuvenating labor collectives. In this regard, the creation of an attractive social package is associated not only with the mechanisms for attracting young workers, but also with the mechanisms for the painless release of former personnel into retirement.

The object of the research is social processes and social relations in the labor collective of ORtrans LLC. The subject of the research is the features of social planning at the enterprise.

The purpose of the course work is to consider the features and development of social planning at the enterprise, study the social structure of employees, develop a social development plan for ORtrans LLC and consider areas for improvement.

To achieve this goal, the following tasks are solved in the work:

Explore theoretical aspects social planning;

To study the essence of social planning at the enterprise;

To study the theoretical aspects of the labor collective;

Assess the level of social development of the staff of ORtrans LLC;

Develop a social development plan for ORtrans LLC;

The main tasks of social planning are the development of a comprehensive system for the development of each member of the team in the spirit of communist consciousness, the creation of conditions for the elimination of heavy, physical labor, professional qualifications, general educational and cultural level, the growth of material well-being.

The paper presents the following research methods: the method of analysis and synthesis, the method of comparison and generalization, the method of classification, a systematic approach to the object of study.

The structure of the course work consists of an introduction, three chapters, paragraphs, conclusion, list of references.

In the process of writing this term paper, textbooks were used: Grazhdan V.D., Bukhalkov M.I., Veselova N.G., Vorozheikin I.E., Kutyrev B.P.

CHAPTER 1. THEORETICAL ASPECTS OF SOCIAL PLANNING AT THE ENTERPRISE

1.1 The essence of social planning in the enterprise

The first mention of the term "social planning" is attributed to the 32nd President of the United States, Franklin Delano Roosevelt, when he carried out reforms in connection with overcoming the consequences of the crisis of the 1930s. .

On the territory of the Russian Federation, the foundations of the theory and practice of planning social processes were first tested in the early years Soviet power, at the end of the 20s. and the first five-year plan, containing a special section "Socio-economic problems", as well as measures to address them and various social programs (eliminating illiteracy and homelessness in the country, etc.).

In Russian sociology in the 1960s and 1970s, Leningrad researchers made a great contribution to the development of social planning problems: V.M. Elmeev, D.A. Kerimov, B.Ya. Lyashenko, A.S. Pashkov, V.R. Polozov. Their searches in their works were supported by N.A. Aitov, Yu.E. Volkov, V.I. Gerchikov, N.I. Lapin, P.P. Luzan, Yu.L. Namer, L.A. Oleskevich, Zh.T. Toshchenko, S.F. Frolov and others.

The literature review revealed the following essential characteristics of social planning:

1) orientation of planning to goals arising from objective trends in the organization of people's lives and providing for the satisfaction of current and future needs of people, their coordination among themselves and measures to enhance the creative activity of the person himself and the social institutions of society .;

2) the use within the framework of social planning of indicators of the effectiveness of achieving the set goal (terms, volumes, levels, rates, proportions, degree of achievement of the planned milestones)

3) social planning involves the development and research of means to achieve the set development goals in the form of benefits (restrictions) or the creation of conditions for the rational and optimal development of the planned social process;

4) social planning is a continuous process of cognitive and transformative activity.

An essential point in social planning is to take into account the interests of social groups, including the labor collective.

Based on the essential characteristics, we can say that social planning is a scientifically based definition of goals, indicators and tasks for the development of social processes and the main means of their implementation in the interests of society, social institutions or enterprises.

In the interests of society, long-term plans are being developed for solving the most significant social problems that determine its viability and sustainability.

In the interests of social institutions at the regional level, social planning is aimed at solving the social problems of the republic, region (territory), other regional entity in terms of equalizing the levels of social development in the territorial context; regulation of migration flows; rational use labor resources; development of national relations; distribution and consumption of cultural property.

In the interests of enterprises (labor collectives), social planning involves the realization of the awakening of a person to creative work, providing conditions for his working and daily life. At this level, it is envisaged to solve the problems of improving the conditions and content of labor; vocational training; prestige of the spheres of application of labor; structure of working and free time; satisfaction of material and spiritual needs; participation in political and public life.

The forms of social planning at all levels include:

Targeted (direct) planning - development and justification of a system of tasks to achieve certain level development of social groups. This concerns rational correlations in the development of social processes that reflect their real state, trends in change, the level of use of science and technology, and people's needs;

Social (indirect) planning. When planning social processes and phenomena with the help of indirect economic and social levers, the elements of the implementation mechanism are the specific conditions, capabilities and needs of the object itself, as well as its elements (components).

The duality of planning allows us to consider the methods of its implementation as ways: a) implementation of programs and tasks (planning as an activity); b) their development (planning as a science).

General methods of planning are characterized by what objective laws of social development are based on possible ways to achieve goals and objectives, what they are aimed at and in what ways. organizational forms embodied.

The leading planning method is the balance method (or the method of providing links between needs social group and its capabilities with limited resources).

The requirements of the normative method in social planning are the basis for compiling indicators (standards) of social development at various levels social organization society and ensures its scientific character.

The essence of the analytical method in social planning is the division of the social process into its constituent parts and the determination of directions for the implementation of the intended program of action.

The essence of the method of variants (variant approximations) is to determine several possible ways to solve social problems in the presence of the most complete and reliable information.

The program-target (complex) method in social planning is the development of a program taking into account all the main factors (material, financial, economic and social), with the definition of performers and deadlines.

The problem-target method involves the solution of priority tasks of social development through appropriate development programs and plans.

To assess the compliance of the actual situation with scientifically based requirements in social planning, social indicators are used - quantitative and qualitative characteristics of the state, trends and directions of social development:

a) general, when it is necessary to establish the level of development (lag, advance, correspondence) of the process under study in a particular society and take measures for the appropriate impact;

b) regulatory, when it is necessary to determine the compliance of the process under study with scientifically based requirements.

Experts argue that social management is effective if several groups of indicators are used:

· indicators that take into account the experience of planning social development in the form of quantitative characteristics and therefore allow themselves to be projected for the future;

· indicators on the qualitative characteristics of individual social processes and phenomena;

· indicators-assessments of the effectiveness of measures taken after the end of the planning period.

Note that the development, justification and application social indicators aimed at the adoption of evidence-based management decisions aimed at increasing the efficiency of social planning and its effectiveness in solving both general and specific problems of social development.

Scientifically substantiated quantitative and qualitative characteristics of the optimal state of the social process (or one of its sides), obtained on the basis of taking into account the objective laws and possibilities of social development, are called social standards. They are aimed at maximum satisfaction of the material and spiritual needs of the individual; have a specific historical character, i.e. reflect the possibilities and needs of social development at this stage and, accordingly, may change in the future.

In the areas of social development, where the definition of standards is difficult, it is legitimate to introduce the concept of a social landmark into the practice of planning, by which it is necessary to understand the most possible rational value of the development of social processes, based on the established indicators of the development of similar phenomena

Based on the foregoing, we will make brief conclusions.

Social planning at the enterprise is a scientifically based definition of goals, indicators, tasks (terms, rates, proportions) for the development of the social environment of the organization and the main means of implementing social processes in the interests of the workforce.

The social environment of an organization is a combination of factors that determine the quality of the working life of employees: the social infrastructure of an organization, that is, a complex of facilities designed to provide life support for employees of an organization and their families, to meet social, cultural and intellectual needs; working conditions and labor protection; social protection of employees; socio-psychological climate of the team; financial remuneration and family budgets; out of hours and use of leisure.

Social planning is carried out in a direct or indirect form using scientifically based methods, based on quantitative (social standards) and qualitative (social guidelines) characteristics.

Note that in modern conditions Methods related to the existence of market relations are extremely important, when it is necessary to foresee the social consequences of decisions made, the ability to coordinate the interests of all participants in the transformations. For this purpose, social development plans or social programs are developed.

1.2 Work collective: essence, functions

social planning work collective

In all economic systems the main productive force is the person, the personnel of organizations. Through his work he creates material and spiritual values. The higher the human capital and the potential for its development, the better it works for the benefit of its enterprise. Employees of the enterprise, closely related to each other in the process labor activity, not only create New Product, perform work and provide services, but also forms new social - labor Relations. In business market relations, the social and labor spheres become the main life activity of both individual workers and individual professional groups, entire production teams. The combination of personal and production motives for the activities of employees is one of the most important tasks of both social planning and, in general, the entire production management.

A psychologically developed team is considered to be such a small group in which a differentiated system of various business and personal relationships has developed, built on a high moral basis. Such relationships can be called collectivist. A small group, to be called a collective, must correspond to a very high requirements:

successfully cope with the tasks assigned to it (to be effective in relation to its main activity);

have high morals, good human relations;

create for each of its members the possibility of personal development;

· to be capable of creativity, that is, as a group to give people more than the sum of the same number of individuals working separately.

The group on the way to the team goes through several stages:

1) mutual orientation - this stage consists of self-presentation, observation of each other, attempts to understand for themselves the important properties of partners. This stage of the low performance of the group. Activities that shorten this phase - organizing a meeting outlining the purpose of the group and the functions of its members;

2) emotional upsurge - determined by the advantage of contacts, animated by the novelty of the situation;

3) a decline in psychological contact - occurs because people begin joint activities, in which not only advantages, but also disadvantages are revealed. Some mutual dissatisfaction is formed;

4) the rise of psychological contact.

So, the collective is a community of people, the life activity of which is based on the value-oriented unity of its members, and the main value orientations are socially significant.

The labor collective is the main cell of society, which unites all employees of an enterprise, institution, organization to achieve a certain specific purpose their joint work.

All labor collectives have common properties:

the presence of a common goal, the unity of interests of the members of the labor collective;

Organizational formalization within the framework of a social institution;

social and political significance of the activity;

relations of comradely cooperation and mutual assistance;

· socio-psychological community and mutual assistance;

manageability;

· the presence of a clearly defined structure of interactions and a certain range of responsibilities, rights and tasks.

The classification of labor collectives can be based on several criteria, according to which they can be subdivided as follows:

a) by forms of ownership (state, private, etc.);

b) by areas of activity (industrial and non-industrial);

c) by time of existence (temporary and permanent)

d) by stage of development (forming, stability, decaying);

e) by subordination (primary, primary, secondary).

Labor collectives are called upon to perform the following typical functions:

1. The function of production management is carried out through various formal collective management bodies, public organizations, special elected and appointed bodies, direct participation of workers in management.

2. Target - production, economic: the release of certain products, ensuring the economic efficiency of activities, etc.

3. Educational - carried out by methods of socio-psychological influence and through the governing bodies.

4. Effective promotion function labor behavior and responsible attitude to professional duties.

5. The function of the development of the team is the formation of skills and abilities of teamwork, the improvement of methods of activity.

6. Innovation and election support function.

From the content side, the labor collective is defined as such a community in which interpersonal relations are mediated by the socially valuable and personally significant content of joint activities. With this understanding of the labor collective, its structure always (to varying degrees) contains three main elements: the leadership group, the core, and the peripheral part.

The leadership group is represented by members of the labor collective, who are functionally entrusted with the function of leadership, or a member of the collective who, by virtue of his personal qualities enjoys prestige among most of its other members.

The core consists of those members of the labor collective who have already established themselves in the collective, identified with it, that is, they are the bearers of the collective consciousness, norms and values.

The peripheral part of the structure of the labor collective is formed by those members who have either recently joined the system of collective relations and have not yet identified with it, or are present in the collective only functionally. It is this part of the team that is primarily the object of "manipulation" by the leader.

There are several areas of social development of the team (Fig. 1

1.3 Planning for social development in the enterprise

Social processes at the enterprise must be managed, these goals are served by social planning or planning of social development of labor collectives.

However, it should be noted that the social and economic instability in society, typical for Russia in the 1990s, the struggle of enterprises for survival in the new market environment pushed the issues of planning social development at enterprises into the background. However, this does not mean that the need for such work has lost its relevance. The strengthening of stabilization processes in the country will inevitably put the problems of managing social development among the priorities. This is evidenced by the experience of economically developed countries of the world. Therefore, it is advisable to consider the issues of organizing the management of social development in enterprises.

Social planning is a system of methods and means of systematic management of the development of the labor collective as a social community, purposeful regulation of social processes and the development of social relations at the level of collectives.

Social planning at the enterprise should be preceded by a comprehensive sociological study of the workforce, the purpose of which may be to study the social structure of workers, identify its weak links and areas for improvement. The issues of people's attitude to work, the factors of attractiveness and unattractiveness of labor at the enterprise as a whole and in each of its divisions are subject to study.

Particular attention should be paid to studying the degree of content of labor, its conditions and the level of its payment, staff turnover, labor discipline, value orientations in the team.

The sociological study ends with the development of evidence-based recommendations for changing the social parameters of the workforce, as well as specific proposals for various areas of work in the enterprise team. Such recommendations and proposals become the basis of social planning for the current period (a year) and for the future (3-5 years or more).

Social development plan - a set of evidence-based activities, tasks, indicators for the entire range of social problems, the implementation of which contributes to the most efficient functioning of the team. At the center of them is not manufactured products, but a person as a producer and consumer, as a socially active person.

In planning the social development of labor collectives, a special theoretical and practical value has a definition of the goals and objectives of the plans being developed. Direction depends on how clearly formulated the goal and objectives of achieving the goal theoretical developments and the effectiveness of social planning in practice. For their correct formation, it is important to take into account the relationship between the social and economic development of the team.

The relationship between social and economic development is manifested in the fact that the achievement of social goals is based on economic growth: the collective can set only those social tasks for which the material base has been created.

Economic development depends on the effective use of social factors, the reorientation of production towards the consumer, the success of overcoming chronic resistance to scientific and technical progress - on the full and comprehensive use of human capabilities.

Labor collectives are called upon to produce material goods, but this is not an end in itself, but a means of creating favorable conditions for work, study, recreation, development and the best use of their abilities. Consequently, the goal of planning the social development of labor collectives is to maximize the use of opportunities and conditions for the comprehensive development of the social activity of a person's personality.

The achievement of this goal will be facilitated by the solution of the following two groups of tasks:

maximum satisfaction of the reasonable needs of team members, increasing the content of work, creating favorable working conditions, study and recreation, which is the result of the implementation of technological, technical and organizational measures;

education of the personality of a member of the team, the formation of his proactive attitude to work, the improvement of relationships in the team.

When developing a plan for the social development of the production team, it is important not only to determine clear parameters: the indicators and timing of each event, the pace and proportions, but also to provide for restrictions on undesirable trends, to stimulate socially progressive ones. For this purpose, a whole system of levers and incentives is used (the prestige of the profession and the place of work, the traditions of the enterprise, etc.).

The most important principles of social development are complexity (planning of diverse social phenomena and processes in their unity) and democratic centralism (a combination of centralized management with local solution problems of social development of the team on a broad democratic basis).

Indicators of the social development of labor collectives are determined mainly by the collectives themselves, based on the availability of opportunities in the interests of development and increasing the efficiency of its activities.

At present, such principles as the principle of scientific validity and objectivity, the principle of specificity have not lost their relevance.

The plan for the social development of the labor collective has a directive character, and after approval it becomes mandatory for execution. On the basis of it, the activities of the team are organized to solve the planned social problems.

The development of a plan for the social development of the team includes four stages.

On the first - preparatory stage a decision is made to develop a plan for social development, working groups are formed, contracts are concluded with organizations involved in the development of the plan, the structure of the plan is specified, calendar schedules for the implementation of work are drawn up, a program and methods for conducting research are determined based on specific working conditions; forms of working documentation are developed, the content of work is determined and functions are distributed among the performers (creative teams), briefing and informing the team are carried out.

At the second - analytical stage, the degree of implementation of the previous plan of social development is determined, the social structure, working conditions, living and recreation, wages, etc. are studied. The collected materials are compared with normative data, achievements of advanced experience in science and technology, which contributes to the scientific substantiation of the plan. Primary social information is collected, specific sociological research. The results of this stage (identified general trends, patterns) are documented in an analytical note.

At the third - development stage, activities, proposals and recommendations are designed, indicators of the social development of the team are determined, which should be specific and realistically feasible. An initial version (draft) of the plan is drawn up by sections, the economic and social efficiency proposed activities. These activities are coordinated with the functional services and transferred to the working group, which forms a consolidated draft plan. The latter is agreed with the chief specialists of the enterprise and the head of the enterprise.

At the fourth - control stage, a system for monitoring the implementation of the social development plan is being developed, which includes the system of accounting, control and reporting that has developed at the enterprise.

In terms of social development, it is advisable to single out the following sections and areas of work:

Improving the social structure of the team. This section focuses on the reduction or complete elimination of hard and unhealthy work, the reduction of the share of low-skilled work, the increase in educational and qualification levels workers, to change (if necessary) the gender and age structure of the team. The work of women, adolescents, and the elderly is considered separately, indicating the structural changes that it is advisable to carry out among these categories of workers.

Social factors of production development and increase of its economic efficiency. Here, measures are planned related to the technical re-equipment of production, with the introduction of new equipment and technology. Among such measures are the design of progressive forms of organization and remuneration of labor, the reduction of its monotony. The saturation of production with high-performance equipment exacerbates the problem of releasing workers and ensuring employment of the enterprise's personnel. It is advisable to use various forms of employment: part-time work, flexible working hours, home work for women and pensioners, etc. It is important that the plan reflects the issues of overcoming inflation and raising real wages for workers. In the context of the growth of the technical equipment of the enterprise, it is necessary to support in every possible way on-the-job training. It is also necessary to envisage measures to stimulate rationalization and invention.

Improving the working and living conditions of workers. The plan should highlight areas and subdivisions with unfavorable working conditions, for which it is necessary to provide for measures to improve the working environment, to replace equipment that is a source of increasing harmfulness and danger, or to reliably isolate such equipment. Measures are also envisaged to comply with sanitary and technical norms, labor safety standards, to organize well-equipped change houses at the enterprise, food service points, washing overalls, repairing shoes, delivering food and industrial goods orders to workers through the tables, etc. Special attention is paid to the issues of providing workers housing, preschool institutions, recreational facilities, etc.

Education of labor discipline, development of labor activity and creative initiative. The measures of this section of the plan are developed on the basis of an analysis of the value orientations of workers and should be aimed at stimulating high labor and production discipline, at developing various forms of involving workers in improving production.

In parallel with the plan for the social development of the collective, many enterprises developed the so-called social passports of enterprises. This experience is expedient to use at the present time.

The social passport of an enterprise is a set of indicators reflecting the state and prospects of social development. It characterizes the social structure of the enterprise team, its functions, working conditions, the provision of workers with housing, preschool institutions, social infrastructure units at the enterprise itself. The passport reflects intra-collective relations, social activity of employees and other issues. Data from the social passport is used in the development of a social development plan.

In addition to social development plans, specialized social programs can be developed, such as "Health", "Women's Labor", "Youth", "Housing", etc.

Planning for the social development of labor collectives ensures the growth of social efficiency, which, along with economic efficiency, is the most important prerequisite and condition for the well-being of the enterprise and its employees.

2. ANALYSIS OF SOCIAL PLANNING AND SOCIAL DEVELOPMENT OF ORtrans LLC

2.1 General characteristics of ORtrans LLC

ORtrans LLC was established on October 16, 2000 in accordance with Russian legislation. Its founders are individuals.

This society is located limited liability at the address: Orenburg, 460021, st. Piketnaya, 73 a

According to the Charter, the Company carries out transportation of goods by road, transportation of passengers, transportation of oversized cargo.

To achieve the objectives of the activity, ORtrans LLC has built a linear-functional management system with block differentiation of functional links, when links of a functional-linear type are introduced (deputy managers for a set of functions) and differentiation of functional links is carried out for these blocks. The peculiarity of such an organizational structure of management is in the differentiation of relationships between linear and functional subordination, which makes the system adaptive to environmental changes, flexible in using the potential of professionalism and in temporary organization its functioning.

According to accounting financial reporting as of 05.01.2010 average headcount employees of ORtrans LLC amounted to 274 people, the volume of trade in 2009 was 104242 thousand rubles, average annual cost fixed assets 40011.5 thousand rubles. Based on the above data, ORtrans LLC is a medium-sized entrepreneurial firm.

The analysis of the economic activity of the company under study is carried out on the basis of the indicators of the annual accounting (financial) statements for 2008-2009.

Let's start the analysis with an analysis of the enterprise's labor force in 2007-2009. (Table 1)

Table 1 Composition and structure of employees of the enterprise by categories of LLC "ORtrans"

	Average annual number, pers.	Changes in the structure in 2009 by 2007 (+,-)


Workers employed in the main production working constants employees of which: leaders specialists
Service workers working constants employees of which: leaders specialists

So, in the structure of employees of the enterprise by categories of LLC "ORtrans" for the study period, the share of employees employed in the main production increased by 1.20% due to the opening of the international direction of cargo transportation. The share of workers employed in maintenance services decreased by 1.20%, despite the fact that in absolute terms the share of permanent workers increased by 5 people, and employees - by 3.

In order to give a more complete economic description of the organization's activities, we will analyze the composition and structure of fixed assets of ORtrans LLC (Table 2).

Table 2 Composition and structure of fixed assets of ORtrans LLC

Types of fixed assets	Amount at the end of the year, thousand rubles	Structure %	Structure changes


Machinery and equipment
Vehicles
Production and household inventory
Other types of fixed assets
Land plots and nature management objects

In the structure of fixed assets, machinery and equipment dominated - more than 50% throughout the entire period, but it tends to decrease, so in 2007 they specific gravity was 66.96%, then in 2009 - 52.29%, which is 14.67% lower. Also have a high proportion land and objects of nature management and their share is increasing, so in 2007 they occupied 22.43% in the structure of fixed assets, then in 2009 - already 44.19%, which is 21.76% higher. For other groups, the share in the structure is insignificant (less than three percent) and, moreover, tends to decrease.

2.2 Assessment of the state of social development of the team of ORtrans LLC

The social development of the team is a multidimensional concept that includes a number of indicators that characterize the conditions, nature and content of labor; team structure; incentives to work; satisfaction of the social, physical and spiritual needs of workers, the moral and psychological climate in the team, social activity, etc. In our opinion, for a complete and reliable assessment of the level of social development of the team, it is necessary to determine indicators that would make it possible to unambiguously assess the level of social development of the company's team.

An analysis of existing research in this direction, carried out by E. N. Pshenichnaya, made it possible to identify more than sixty indicators for assessing the level of social development of the enterprise team. Such a large variety of indicators leads to significant difficulties in assessing the social development of the enterprise team. Therefore, based on the research of E. N. Pshenichnaya, we systematized these indicators and identified seven groups on the basis of homogeneity: 1) conditions, nature and content of labor; 2) the structure of the team; 3) incentives to work; 4) satisfaction of social and household needs; 5) satisfaction of physical and spiritual needs; 6) moral and psychological climate in the team; 7) social activity. At the same time, we took into account the nature of the influence of each of them on the level of social development of the enterprise staff. The indicators that stimulate the social development of the enterprise team, and the indicators that slow down this process, include the indicators presented in Table 3.

Table 3

The system of indicators of the social development of the team

	Indicators
	stimulating the social development of the enterprise team	inhibiting social team development

Indicators characterizing character and workers	1.1. Provision of overalls, footwear and other personal protective equipment 1.2 Passage medical examinations surveys of employees, especially those employees who are responsible for traffic safety	1.1 Frequency of accidents 1.2.Degree of severity accidents 1.3. The proportion of employees employed
	1.3. The amount of payments, benefits and compensations for unfavorable working conditions relative to the average wage per employee 1.4. The degree of compliance of sanitary and hygienic working conditions with the applicable standards 1.5. Specific weight of workers working in comfortable air, temperature and other environments 1.6. Share of employees working on a flexible work schedule 1.7. The share of workers involved in production competitions 1.8. Share of workers combining professions	in hard and hazardous work
2. Indicators characterizing structure team	2.1. Skill level ( middle rank workers) 2.2. Qualification level of management and employees 2.3. Frame stability level 2.4. Share of workers with secondary education 2.2. Share of employees with higher education 2.6. The share of employees who have completed a professional education 2.7. Composition of employees by age	2.1. Staff turnover rate
3. Indicators characterizing labor incentives	3.1. The amount of bonuses relative to the average salary, attributable to one employee of the enterprise 3.2. The share of employees who received material remuneration for their work 3.3. The proportion of workers who received moral rewards for their work 3.4. The share of pensioners who received a one-time assistance upon retirement 3.5. Share of employees involved in management production 3.6. The coefficient of excess of the real wages of one worker
	enterprises above par 3.7. Pension supplement coefficient for retirees who work
4.Satisfaction social and household needs of workers	4.1. Provision of employees of the enterprise with living space 4.2. Provision of transportation to the place of work by specially allocated buses 4.3. Voucher coverage ratio 4.4. Nutrition ratio 4.5. Utilities compensation ratio 4.6. Compensation coefficient for increasing the subsistence level	4.1. Specific gravity time spent by employees on the road to and from work in the total duration of work
5.Satisfaction physical and spiritual needs of workers	5.1. Share of employees participating in sports competitions 5.2. The proportion of employees using library funds in total headcount 5.3. Share of employees visiting cultural institutions at least once a month 5.4. Share of employees visiting cultural institutions at least once every six months 5.5. Provision of the team with sports clubs 5.6. Provision of amateur art circles for employees of the enterprise	5.1. Disease frequency 5.2. Incidence rate 5.3. The share of smoking employees in the total number of employees
6. Morally psychological collective	6.1. The degree of satisfaction with relationships in the team 6.2. The degree of satisfaction with the relationship with management 6.5. Share of overcoming conflict situations 6.6. The level of moral and psychological climate in the team	6.1. Level of complaints received from workers 6.2. Absenteeism rate (truancy rate) 6.3. Coefficient absenteeism intensity 6.4. Coefficient
7. Social activity workers	7.1. Share of employees, members of creative and amateur groups 7.2. The share of employees participating in public 7.3. The degree of awareness of the affairs of the team 7.4. The proportion of innovators and inventors among enterprise employees

As a way of obtaining information, we chose a combined source of information:

Documented and calculated (using calculations of special coefficients and the proportion of certain indicators): necessary information is taken from the relevant standard statistical data registration forms, accounting records, personnel documentation, standards;

Questionnaire and descriptive (qualitative information about the level of social development of the company): the necessary information was obtained using a questionnaire specially developed by us in the course of the study. This questionnaire allows, by means of a survey of managers and employees of ORtrans LLC, to identify their attitude to the state of social problems in the team, to calculate the proportion of certain categories of employees. In order to determine the level of social development of LLC "Ortrans", let's start with an assessment of the personnel of LLC "ORtrans" with their division according to gender and age according to the records of the personnel department (Table 4).

Table 4 Demographic structure of the team of ORtrans LLC

Employees
	in % of the total	in % of the total	in % of the total	in % of the total	45 years and above	in % of the total

Sociological studies confirm that a same-sex team is less effective than a heterosexual one: in the organization under study, only 10.64% of women are accountants, economists and dispatchers, the rest are men. At the same time, the largest share belongs to young specialists (6.38%) and women of pre-retirement age (3.83%), which negatively affects the social and psychological climate of the team.

The combination of age groups is also of great importance. The predominance of older people (39.15%) is characterized by high labor discipline, but at the same time, elements of conservatism increase when introducing innovations, the level of loss of working time increases due to increased morbidity of workers, there is a threat of retirement, etc. The predominance of young people is also characterized by specific manifestations (19.57%) - a faster reaction to innovations, but at the same time, due to their youth, such employees easily relate to a change in the environment and are looking for ways to realize their career ambitions, and also do not have sufficient professional experience.

In ORtrans LLC, the number of male employees with a productive working age of 35-45 years and 25-35 years is 29.79% and 11.49%, respectively. Such employees are valuable because they have not only academic knowledge, but professional experience and practical knowledge. At the same time, they require increased material motivation due to family and personal circumstances. An analysis of the demographic structure of the ORtrans LLC team showed that “psychological mistakes” were made during its formation, which lead to conflict situations in the team, the disunity of the interests of its members, which in turn leads to the loss of: the ability to coordinate actions; initiative and independence of group members; desire for cooperation, etc. This conclusion is confirmed by the answers from the questionnaire. So, to the question “Are you satisfied with the relationship in the team, 75% of the employees answered “No”, to the question “Are you satisfied with the relationship with the management” - 64% of the employees. To the question “Do you consider the level of moral and psychological climate in the team to be high?” 72% of employees responded negatively. At the same time, the highest percentage of dissatisfaction was found among employees. Of no small importance for the analysis of the social development of the team is the factor of education. General indicator educational level - the share of the total number of employees of those who have higher and secondary vocational education.

This indicator is also interesting for groups - managers, specialists, workers. The content of the activities of employees of these categories should be taken into account. For example, science requires a high educational level. The less meaningful the sphere of work (for example, a loader, a cleaner) - the more preferable is the low level of education of workers. Employees with a high educational status also have a higher level of claims, and this leads to dissatisfaction and a decrease in motivation when they are engaged in intellectually empty work. An analysis of the structure of the team of ORtrans LLC, depending on the educational level, according to the credentials of the personnel department, is presented in Table 5.

Table 5. The structure of the team of ORtrans LLC depending on the educational level

Employees	Education
	in % of the total	in % of the total	special	in % of the total	Incomplete higher	in % of the total	to general it

The analysis showed that among employees a large share is occupied by employees with higher education - 62.13% and with secondary specialized education - 25.53%. Slightly less is the number of employees with incomplete higher education - 11.06%. The smallest share belongs to employees with secondary education - 1.28%. At the same time, 7.66% of 10.64% of women have higher education and 1.28% - incomplete higher education; among men, 54.47 out of 89.36% have higher education, and 9.79% have incomplete higher education.

For professional activity higher education is the most preferable, but here it must be borne in mind that a person with a higher education has higher life aspirations, a desire career development according to their education, high ambitions, etc. It is more difficult to motivate such people to non-intellectual work. The specifics of the activity of ORtrans LLC allows the use of specialists with secondary specialized education both in the main and in service production, which the management of ORtrans LLC did not use. In my opinion, the predominance of employees with higher education negatively affects the social development of the team, since dissatisfaction with professional ambitions leads to dissatisfaction with one's activities, to social tension, which, accordingly, is a prerequisite for an increase in staff turnover.

An analysis of the results of the survey confirmed our conclusions: for example, people with higher and incomplete higher education (69%) answered the question with almost all working conditions at the workplace with a “minus” sign, with secondary specialized education - only 1% marked all conditions with a “minus” sign ”, and 2% - one or two factors.

Also, it was employees with higher education who rated the category of the severity of their work at the third and fourth levels, and the workload as overestimated and excessively overestimated, while employees with secondary and secondary specialized education tended to believe that their work by category belongs to mainly to the first and second groups, the workload is normal. We also note that among the respondents who rated relations in the team and with management as unsatisfactory, the proportion of employees with higher education is higher. To assess the social development of the team, one of the most important criteria is staff turnover, which evaluates the quality of all aspects of work with personnel. Staff turnover refers to the dismissal of employees due to own will, that is, it does not include layoffs due to staff reductions, in connection with retirement or conscription into the Armed Forces. Table 6 presents an analysis of staff turnover according to the accounting data of the personnel department for 2007-2009.

Table 6

Personnel turnover of ORtrans LLC for the period 2007-2009

Resigned employees
	in % of the total	in % of the total	in % of the total	in % of the total	45 years and above	in % of the total


secondary special
incomplete higher



secondary special
incomplete higher

For the period 2007-2009. resigned from ORtrans LLC 46 s...

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The functions of the service include all elements of management actions: forecasting, planning, organization and coordination, motivation and control, as well as informing about the state of the social environment. Social forecasting and planning involves a deep and versatile analysis of the state of the social environment of the enterprise, taking into account the situation in the industry, region, countries; diagnosing and explaining the interrelationships of the elements of the social situation in the organization. As a result of the implementation of this function, scenarios for solving urgent social problems should be developed. To carry out this type of activity, reliable information about the state of the social environment in the organization is necessary, therefore, opinions and moods in the team must be constantly monitored (sociometric procedure) and reliable statistical data on the state of the organization must be involved. material base, social and sanitary and hygienic conditions, safety measures in separate divisions and at the enterprise as a whole.

The main objective of the social development plan for the team is to develop and implement a system of measures that ensures harmonious and comprehensive improvements in the quality of life of the company's personnel at home and the quality of working conditions.
The development of a social development plan is usually within the competence of the planning and economic department and the sociological service of the enterprise with the involvement of the trade union committee.
Social planning is part of the technical and economic one, since in the course of drawing up a social development plan, many technical and economic tasks are solved - increasing labor productivity, organizing the workplace, improving wages, ensuring the quality of work and products, etc. The qualitative feature of social planning, due to the object itself (comprehensive and harmonious development of the individual and the team), requires additional and specific information and standards: data on the social and age composition of workers, on their needs and inclinations, education, qualifications, relationships in the team. Such information can be obtained only as a result of specific sociological research carried out according to special programs and methods. To obtain information in the preparation of social development plans, the following main methods are used: ………………………………… - direct observation of the team and its activities public organizations, conversations with workers and managers; …………………………………………………………………
- study of service documentation and materials of public organizations that characterize the social structure of workers, the degree of satisfaction of material and cultural needs;
- Questionnaire survey and interviewing in order to find out the opinions of employees and their proposals on various issues of the social life of teams; the structure of the questionnaires and the method of data processing are selected according to the recommendations of sociological services; ……………………………………………………………………
- analysis and use of the experience of planning the social development of teams at other enterprises, as well as literature data; ……………………………………………………………
- a social experiment, the purpose of which is to test the feasibility and effectiveness of the recommendations developed as a result of the analysis of the collected information; ……………………………
- statistical analysis of mass data. ……………………………………………………….
The plan for the social development of collectives of enterprises, as a rule, is drawn up in the form of a prospective five-year plan with a breakdown of tasks by year of the planned period. The typical structure of the social development plan for the enterprise team includes four sections: changing the socio-demographic structure of the team; advanced training and education of employees; main measures to improve working conditions and labor protection, improve the health of workers; improvement of socio-cultural and living conditions of workers and members of their families. ………………………………………………………………………………………………………..
The development of a plan for the social development of the team includes four stages.

At the first - preparatory stage, a decision is made to develop a social development plan, working groups are formed, contracts are concluded with organizations involved in the development of the plan, the structure of the plan is specified, work schedules are drawn up, a program and methods for conducting research are determined based on specific production conditions; forms of working documentation are developed, the content of work is determined and functions are distributed among the performers (creative teams), briefing and informing the team are carried out.

At the second - analytical stage, the degree of implementation of the previous plan of social development is determined, the social structure, working conditions, living and recreation, wages, etc. are studied. The collected materials are compared with normative data, achievements of advanced experience in science and technology, which contributes to the scientific substantiation of the plan. Primary social information is collected, specific sociological research is being carried out. The results of this stage (identified general trends, patterns) are documented in an analytical note.

At the third - development stage, activities, proposals and recommendations are designed, indicators of the social development of the team are determined, which should be specific and realistically feasible. An initial version (draft) of the plan is drawn up by sections, the economic and social efficiency of the proposed measures is determined. These activities are coordinated with the functional services and transferred to the working group, which forms a consolidated draft plan. The latter is agreed with the chief specialists of the enterprise and the head of the enterprise.

In terms of social development, it is advisable to single out the following sections and areas of work:

Improving the social structure of the team. This section focuses on reducing the share or complete elimination of heavy and unhealthy work, reducing the share of low-skilled labor, raising the educational and qualification levels of workers, and changing (if necessary) the gender and age structure of the team. The work of women, adolescents, and the elderly is considered separately, indicating the structural changes that it is advisable to carry out among these categories of workers.

Social factors of production development and increase of its economic efficiency. Here, measures are planned related to the technical re-equipment of production, with the introduction of new equipment and technology. Among such measures are the design of progressive forms of organization and remuneration of labor, the reduction of its monotony. The saturation of production with high-performance equipment exacerbates the problem of releasing workers and ensuring employment of the enterprise's personnel. It is advisable to use various forms of employment: part-time work, flexible working hours, home work for women and pensioners, etc. It is important that the plan reflects the issues of overcoming inflation and raising real wages for workers. In the context of the growth of the technical equipment of the enterprise, it is necessary to support in every possible way on-the-job training. It is also necessary to envisage measures to stimulate rationalization and invention.

Improving the working and living conditions of workers. The plan should highlight areas and subdivisions with unfavorable working conditions, for which it is necessary to provide for measures to improve the working environment, to replace equipment that is a source of increasing harmfulness and danger, or to reliably isolate such equipment. Measures are also envisaged to comply with sanitary and technical norms, labor safety standards, to organize well-equipped change houses at the enterprise, food service points, washing overalls, repairing shoes, delivering food and industrial goods orders to workers through the tables, etc. Special attention is paid to the issues of providing workers housing, preschool institutions, recreational facilities, etc.

Education of labor discipline, development of labor activity and creative initiative. The measures of this section of the plan are developed on the basis of an analysis of the value orientations of workers and should be aimed at stimulating high labor and production discipline, at developing various forms of involving workers in improving production.

All measures of the plan for the social development of the collective are consistent with other sections and, first of all, with the plan for labor, the plan for the technical and organizational development of production, financial plan. …….
The sources of funding for social development plan activities are varied, but must be precisely defined. Depending on the nature of the measures, they can be financed from the fund allocated for reconstruction, funds for the development of new equipment, development of production, as well as from bank loans, from part of the depreciation deductions used for major repairs.

E V. YALUNER

FUNCTIONAL ORIENTATION OF DEVELOPMENT PLANNING

SOCIO-ECONOMIC SYSTEMS OF THE SERVICE SECTOR

The functional orientation of planning the long-term development of a specific socio-economic system in its content should, in our opinion, include not only the desire to achieve its economic and social results established on a predictive basis through the implementation of a set of resource-provided measures of an economic, financial, innovative, marketing, structural and organizational nature, but also neutralize, level out the significant effects of negative factors of external and internal environments, achieve the intended goal based on the principles of systematic and proportional development to the extent that they are observed, which is possible within the framework of the interaction of the planning function with other elements in the management system of the socio-economic development of an enterprise, industry and the economy as a whole.

Proportional and planned development of the socio-economic system, developing on the basis of the implementation of an indicative (recommendatory, oriented) plan, is possible in a combination of current, prospective and strategic planning, their systemic interaction at various levels of management of the development of socio-economic systems (enterprise, industry, complex, national economy). At the same time, planning under conditions of significant influence of factors of unstable external environment indefinitely, a coordinating role should be assigned to the coordinated implementation of comprehensive measures and actions within a specific socio-economic system in order to achieve the greatest efficiency and effectiveness in the production of products and the provision of services.

At the same time, achieving that proportionality in the development of the socio-economic system, which is possible in the face of significant changes in the external environment, can be expressed not only in ensuring appropriate growth rates in the volume of products, services, and cost reductions that allow maintaining the level of competitiveness necessary for professional market participants, occupied (priority, leading) place in the market, but also in the organization of mutually coordinated activities of all structural components of the national economy, industry, divisions of the enterprise. At the same time, the mutual consistency and rationalization of existing relations should be regulated by both management bodies and the market.

Planning with its functional orientation should be focused on solving such problems of development proportionality as

determination and regulation of the appropriate level and nature of subordination, the priority of investment, the production of certain types of products, the provision of services, the performance of work, the preference and pre-eminence of the development of individual structural components, the resource potentials of socio-economic systems.

The need for innovative and investment development of economic entities, the structural components of the production and social spheres of the national economy, which determine the levels of their competitiveness, the efficiency of resource use, the quality of services, the complication and development of production relationships between structural components, enterprises of the national economy, in the context of the transition to a developed market in a significant the least depends on: the effectiveness and significance of planning justifications for achieving the greatest economic and social results, minimum expenses, going to the consumption of labor, financial, information resources, fixed assets, material elements of working capital; increasing the degree of regularity in the processes of production of products, the provision of services, the performance of work in accordance with the target orientation of development in the medium, long term time.

Increasing the role of planning in the activities of the structural components of the national economy, enterprises largely depends on the degree of observance of indicativeness and responsibility of managers in the process of implementing the plans drawn up for the current and prospective (medium-, long-term) periods of time for achieving planned economic and social results, levels efficiency and use of resources, on the degree of rationalization of mechanisms for stimulating labor, organizing production, and the process of providing services.

Along with this, the dominant role of the planning function in the management system of structural components, service sector enterprises lies in the fact that the preparation and implementation of plans are designed to ensure a proportional, balanced development of economic entities, structural components of the service sector, as well as an equilibrium state of demand and supply emerging in the market for services, works, products of various sectoral components of the social sphere. At the same time, ensuring the appropriate planned development of structural components, business entities in the service sector, in our opinion, also largely depends on the diversity and rational combination of planning methods and the use of labor and material and technical resources, on the planning and calculation substantiation of the determined values of economic and social results, efficiency activities of enterprises, sectoral components of the service sector.

Compliance with the functional orientation advanced planning economic entities in the service sector in the conditions of a significant negative impact of factors of an unstable external environment, it is possible on the basis of not only the established volumes of consumption of all types of resources that are necessary

to ensure the process of providing services to consumers, the manufacture of products, but also the definition, compliance minimum dimensions(norms) of consumption of resources attributable to the provision of one individual or complex service, a unit of manufactured products, which are an important factor influencing the increase in the efficiency of the use of all types of resources. Otherwise, the indicative plan being formed with the requirements to comply with the principles of proportionality, regularity and balance of the current functioning and prospective development of enterprises, structural components of the service sector, loses its functional orientation, target orientation towards achieving the established (necessary) economic and social results in a transitive (transitional) economy , the influence of negative environmental factors. At the same time, the price of achieving planned and calculated results, the volume of resources consumed can be prohibitively high.

The functional orientation of planning in the management system of structural components and enterprises in the service sector to maintain balance, regularity and proportionality of development in the prospective period of time can be sufficiently ensured on the basis of such use of labor, material, technical and other resources, in which, in dynamics for a number of time periods (years), an increase in the ratio of economic results to costs is achieved, which contributes not only to intensification, an increase in the generalizing efficiency of production, the provision of services, but also to an increase in the level of competitiveness of the organizational and legal structures of the service sector. In turn, the achievement of high planned and estimated performance in the service sector, in our opinion, is possible if the normative consumption of labor and material and technical resources is observed, which has a positive impact both on increasing economic results and reducing the growth rate of costs.

The planned and calculated functional orientation of the structural components and enterprises of the service sector, therefore, should, on the basis of the necessary resource supply, provide such an economic result (the value of services rendered, production, profit), the growth dynamics of which outpaces the growth rate of the total costs for the consumption of all types of resources. In this regard, the position of a number of economists who believe that the proportionality, regularity and balance of the process of providing services, manufacturing products in the social sphere, and performance are possible mainly on the basis of an extensive increase in the volume of fixed and working capital, their better use .

However, it seems to us that the legitimacy of posing the problem of increasing the average annual volume of fixed assets, material elements of working capital and the efficiency of their use does not exclude, but rather requires the intensification of the process of providing services, production in the social sphere, its structural components, at enterprises.

At the same time, it should be noted that the functional orientation of planning in the management system of socio-economic systems can take into account at a certain stage of development (for example, at the stage of renewal, modernization and reconstruction of fixed assets) a significant increase in the volume of resource potentials. But as production efficiency increases, the growth rates of fixed and working capital can reach those optimal volumes at which the cost results of current activities and the prospective development of structural components and business entities of the service sector in terms of growth rates and absolute values in dynamics over time will outpace the growth rates of cost volumes. resource potentials.

At the same time, in the functional orientation of planning, one should take into account the fact that an increase in the general level of efficiency in the use of all types of available resources in the prospective period of time is not yet evidence of a rational ratio of results and costs in the current conditions of the negative influence of environmental factors, since the optimality of these ratios is very conditional based on compliance with established norms and standards for the consumption of all types of available resources, their compliance with organizational, economic, innovative, technical capabilities economic entities in the service sector to save labor and material and technical resources with the planned increase in the growth rate of the value of the provision of services, manufactured products.

The normative functional orientation of planning in the management system for the prospective development of structural components, social enterprises, in accordance with our ideas, reflects to a certain extent the balance level of compliance of the planned cost volume of the provision of services, manufactured products with the available resource potentials formed by the subject of management.

In addition, the balance, normative compliance of economic results and resource provision in the prospective period is determined on the basis of the current need for the provision of services, the release of products in the markets of services, goods, the need to bring demand and supply into an equilibrium state. At the same time, for the functional orientation of planning to achieve the greatest economic results and, on a regulatory basis, the lowest costs in the prospective period, an important basis for planning and calculation justifications is the actual cost volume of services rendered, production of goods in the social sphere, planned increases to which, as realistically achievable values, are possible in prospective period on the basis of compliance with the norms and standards of resource consumption, differentiated as the technical, innovative and organizational and economic levels of resource potentials, economic entities as a whole and the structural components of the service sector change.

A proportional, balanced and planned functional orientation of planning, in our opinion, should be subordinated to the orientation towards achieving such economic results, the regulatory regulation of which would meet the desire of business entities, structural components of the service sector to use resources efficiently.

The logical-verbal presentation of the functional orientation of the planning of current activities and the prospective development of enterprises, the structural components of the service sector, provides an opportunity for multi-level social management bodies to increase the degree of objectivity and significance of planning and calculation justifications for achieving levels of resource consumption efficiency established on a prognostic basis, economic results.

The functional orientation of planning towards achieving the established economic, social and other results, in our opinion, can also be ensured by increasing the level of their objectivity. The main tool for planning and calculation justifications for achieving economic results in the prospective period, the efficiency of the resources used in the service sector is socio-economic forecasting, in accordance with which the existing trends in the development of an economic entity or, in general, the structural component of the service sector are transferred from the retrospective (past) period to future.

Forecast estimates obtained by economic and mathematical methods, the level of their adequacy of actual values to the forecast (planning) is confirmed, as a rule, by statistical parameters of the significance of the created forecasting model (equation), the practical use of which in the formed plan for the prospective development of an economic entity or a structural component of the service sector consists in that the predicted values of economic results or performance efficiency, after agreement with the resource provision for the prospective period, be taken as planned or, after some adjustments in the estimates of the forecast, a decision is made to approve them as benchmarks for achieving economic results, the efficiency of resource use, the numerical values of which are in the range of economically acceptable quantities.

In this regard, it should be noted that the forecast estimates of economic and other results of the prospective development of economic entities, the structural components of the service sector, in their accuracy and objectivity, correspond to the prevailing trends of retrospective changes, to actual or comparable prices, to the selected time interval within which the forecast was made. The accuracy of estimates of the forecast of economic results and the efficiency of the use of all types of enterprise resources, the structural component of the social sphere, also depends on the ratio of the number of members of the dynamic series and estimates of the forecast over time.

In our opinion, the functional orientation of planning the development of socio-economic systems in the service sector should correspond to the accuracy of predictive estimates of their economic results and the efficiency of resource consumption in the medium term (2-3 years), since forecast errors in the long term (5-6 years) increase significantly in the absence of statistical proportionality of the members of the dynamic series and forecast estimates. In the event that the composition of the members of the dynamic series is with the number of estimates of the forecast in a ratio of 2: 1 with a high statistical significance of the prognostic equation, then such a forecast can serve as a basis for increasing the objectivity of planning and calculation justifications for achieving the necessary economic results, levels of efficiency in the development of the structural components of the sphere services in the future period.

At the same time, it should be taken into account that the objectivity of the functional orientation of planning to achieve the set goal, economic results and levels of efficiency in the use of resource potentials depends on a complex of various factors that directly or indirectly affect the accuracy planned assessments economic and social development of business entities, structural components of the service sector. Such factors, for example, along with the above, are changes: external and internal environment associated with significant fluctuations in the services market; legal regulations; levels of competitiveness of professional participants in the market of services, goods of social enterprises; distribution channels for services, products, logistics; the degree of diversification of products, the amount of borrowed funds for the purpose of financing investment project, issue of shares, bonds.

Therefore, the adequacy of the calculated economic indicators established in the current (one year) or prospective (2-5 years) plans for the socio-economic development of the structural component, service enterprises, based on forecast estimates, cannot be fully observed without taking into account and rationalizing the interaction of the current, prospective and strategic plans, in their functional orientation, focused not only on taking into account the possible and at the same time significant influences of factors, but also on their leveling, neutralization and localization in case of significant changes in the state of the external and internal environment.

The functional orientation and role of planning in the management system of industry components and service enterprises largely depends on the interaction with such functions of managing socio-economic systems as organization, regulation, control and accounting. Each of the functions, having an individual focus on achieving specific economic, social and other results in the management system of the structural components of the service sector of the national economy, at the same time, in interaction with other management functions, is aimed in systemic unity at achieving the main goal - ensuring environmental protection.

economic growth and increase in the efficiency of production, provision of services in the current activities and prospective development of the structural components of the service sector.

So, for example, the functional orientation of the organization of the process of rendering services, the production of products at a service sector enterprise is associated with the rationalization of the interaction of personnel with fixed and working capital - the material and technical components of the activity of an economic entity. At the same time, the interaction of all types of resource potential of the organizational and legal structure of the service sector on the basis of the measures taken within the framework of the function of organizing the production of products, the provision of services should ensure the achievement of planned economic and other indicators in the prospective period.

At the same time, it should be noted that the implemented set of economic, social, marketing and innovative measures as part of the planning function determines the reality of achieving economic results only in cooperation with other management functions.

In this regard, it is advisable to separate the goals of the service enterprise management system and the goals of the economic entity itself, which is a socio-economic system. The main target orientation of the socio-economic system, in our opinion, can be expressed by such a criteria definition as maximizing economic results and minimizing the cost of consuming all types of resources in the process of providing consumers with individual or complex services, production. At the same time, the main economic results as the output characteristics of this system can be expressed in value or in kind.

In a rationalized system for managing current activities and prospective development of enterprises and structural components of the service sector, the output parameters are the gains in manageability and economic results due to the rationalization of the interaction of the elements of this system. The purpose of the functioning of this management system is to increase the level of controllability of the socio-economic system, its observance of the target orientation towards achieving those economic results that correspond to the criteria of this system (for example, achieving the optimal cost volume of providing services to consumers, selling products corresponding to the normative consumption of resources).

However, the role of the planning function in the management system of the organizational and legal structure of the service sector, in our opinion, is to ensure a balance, proportionality and regularity of socio-economic development through the implementation of a set of innovative, technical, economic, social, marketing, financial and other measures. , aimed at achieving those rates of economic growth and resource use efficiency that maintain or

expand the occupied (ordinary for mass professional participants or priority, leading) place in a certain market segment by an economic entity, increase its level of competitiveness, its products, services.

Therefore, the functional orientation and the role of planning in the system for managing the development of the structural components of the service sector, in our opinion, can be identified with the achievement by the socio-economic system of those economic results that are established in the current and long-term plans on a resource-provided, balanced and predictive basis.

The implementation of the functional orientation of planning, its purposefulness and increase in importance in the context of the negative influence of external and internal environmental factors on the structural components of the service sector should be facilitated by the clarification and classification classification of certain sectoral components of the service sector into the corresponding groups integrated by the nature of the provision of services.

In the economic literature there is no unity with the definition of the concepts of the social sphere, the service sector, the service sector. In our opinion, these are synonymous concepts, despite some statistical and semantic differences from each other. For example, State Committee The Russian Federation on statistics (Goskomstat) divides and relates statistical data on the development of the national economy to the production and social spheres, highlighting in them various structural components and complexes called industries. At the same time, the State Statistics Committee refers to the main structural components (industries) of the social sphere: transport (freight and passenger); connection; wholesale, retail and catering; information and computing services; housing and communal services, non-production types consumer services; healthcare; physical culture and social security; education; culture and art; science and scientific service; finance, credit, insurance, pension provision; control.

However, the list of branches of the social sphere of the State Statistics Committee does not include such structural components as tourist-excursion, sanatorium-and-spa, hotel complexes. Therefore, in our opinion, identifying the concepts of the social sphere and the service sector, in order to increase the level of functional orientation of planning as part of the management system of the structural components (industries) of the service sector, bringing them together on a synonymous basis, it is necessary to clarify the sectoral affiliation of certain structural components, several detail generalizing groups of industries and give a single grouping of complexes and industries.

In general, the service sector (social sphere) can include such sectoral (complex) components as: passenger transport; telecommunications complex; trade and purchasing complex; catering;

hotel, sanatorium and resort, tourist and excursion complexes; sports and recreation complex; scientific and innovative complex; financial and credit complex; housing and communal complex; non-productive consumer services; cultural and leisure complex; information and computing service; healthcare; education.

Each of the structural components of the service sector, in turn, should be detailed by the relevant sub-sectors in order to classify each of them as classification industry groups in the service sector. So, for example, the structure of the structural component of the service sector (social sphere) includes such sub-sectoral groups as education: preschool, general, basic general, secondary (complete) general; primary, secondary special, higher professional; postgraduate professional; additional.

At the same time, the cultural and leisure complex of the service sector (social sphere) should include all types of cinema, theater, library, circus, zoo, music, variety and entertainment, museum services. Clarification of the sub-sector composition is also necessary in the financial and credit complex, which is one of the main objects and complexes of the market infrastructure, including banking, insurance, trust services, pensions, services provided by the commodity, stock and currency exchanges.

As for the concept of "service sector", the author joins the opinion of those scientists-economists who classify these types of services as sub-sectoral types of consumer services for the population. At the same time, the allocation of housing and communal, non-production household services in the service sector as service ones indicates the integrated orientation of this industry, which includes a wide range of household services provided to citizens, for example, in such business entities as hairdressing salons, post office, baths, water pools, solariums, shoe repair shops, clothing, electronics, household appliances.

This complex type of industry of the service sector can be called the sphere services(service maintenance), but it cannot be identified with the service sector in its content essence and complex orientation of the services provided, since it is its integrated structural component.

At the same time, despite the proposed identification and synonymity of the use of the concepts of the social sphere and the service sector, for the purposes of clarifying the functional orientation of planning in the management system of structural components (industries) and service sector enterprises, the sectoral dimension and social purpose of the social sphere, as we see it, should be be considered somewhat broader than the content of the service sector.

A broader interpretation of the social sphere of the national economy in comparison with the service sector is due to the fact that in the social sphere not only

all types of services are provided for individuals within the framework of the national economy, but also work is performed, products are produced that are vital for the protection of public order, social security, and the protection of the economic interests of citizens abroad and in their own country. Some of the indicated works, services, types of products of the social sphere can be classified as sectoral and sub-sectoral components of the service sector (for example, services of federal, regional and municipal administration).

At the same time, other types of work, services and products of a non-industry orientation, characteristic of the life support of society (environmental protection, activities for social security, the implementation of a set of measures for economic, social and other security), in our opinion, can be attributed to the social sphere. But since these types of services, works are not considered grouped according to a specific industry, it is possible to synonymize the provision of statistically recorded volumes of services that are the same in proportion to the social sphere and the service sector.

Literature

1. Indicative planning: theory and ways of improvement / Petrov A.N., Demidova L.G., Klimov S.M. etc. St. Petersburg: Knowledge, 2000.

2. Mozgolina L.V. Resource potential of the service sector: Preprint. St. Petersburg: Nestor Publishing House, 2004.

3. Social status and the standard of living of the population of Russia. 2003. Stat. Sat. / Goskomstat of Russia. M., 2003.

YALUNER ELENA VASILEVNA - candidate economic sciences, associate professor of the St. Petersburg Academy of Service and Economics.