СТРАТЕГІЧНЕ ПЛАНУВАННЯ НА МІКРО- ТА МАКРОРІВНІ: СУТНІСТЬ ТА ОСОБЛИВОСТІ

Abstract

The article substantiates the question of the relevance of strategic planning, defines its essence and features at the micro- and macro-level. It is the peculiarities of strategic management of micro- and macro-systems that determine approaches to the formation of strategic plans for the development of socio-economic systems of various levels. It is noted that the composition of the elements of the microsystem includes its subdivisions, separated by functional or technological characteristics. Each of the elements depends on the other, their activity is subject to the laws of the organization and is aimed at the production of the finished product. Connections between elements of the macrosystem are formed by interacting market participants, that is, producers and consumers of products, as well as various enterprises, organizations, and institutions that contribute to these relationships. Based on this, it was concluded that the macrosystem consists of microsystems that act as elements of the macrosystem, which are, in fact, complex and different in terms of specialization and performed functions. The author notes that the main goal of a microsystem (a commercial enterprise) is usually always financial: obtaining the maximum profit on invested capital, maximizing the market value of the enterprise. The goals of the macrosystem are determined by the scale of the macrosystem and are formed depending on the development of its elements. Thus, at the state level, the main goal is to ensure national security, which includes economic, environmental, political, social, military, etc. components. Features of the formalization of distinctive and specific features of strategic management of socio-economic systems are proposed, which include systematicity, controllability, implementation time, the basis of management decision-making, and the characteristics of indicators. It has been established that the differences between micro- and macro-systems form the specifics of their management and the specifics of using certain approaches to developing a development strategy. It is noted that the search for ways to more successfully implement the strategy is a continuous process. Implementation of the strategy is possible with the joint influence of the entire set of management decisions and a significant number of step-by-step actions performed by various target groups and individuals.