Abstract
In order to implement strategic planning institutions confront with a great number of problems the basic of which is the choice of methodological approach. In this article particularity of strategic management approaches within institutions is revealed. Special literature does not provide clear methodological recommendations for strategic planning of institutions. Opinions of strategic management commentators are more polemic than recommendations. In the literature two essential approaches to strategic planning are provided, i.e. prescriptive and emergent. Fulfilled researches create preconditions to specify and systematize essential characteristics of approaches. Prescriptive strategic planning can be defined by sufficient foresight of future, systemic complexity, necessary definition, large possibilities of formalization, one‐sided adaptation of strategic decisions with organizational structure, petty stimulation of initiative, stable consistency of planning steps. Emergent strategic planning can be defined by petty foresight of future, fragmentary complexity, weak definition, limited formalization, double‐sided adaptation of strategic decisions with organizational structure, large creativity, unstable sequence of planning steps. This characteristics are being handled as assumptions. According to the prescriptive approach they are favorable for preparing decisions, which are oriented to increase opportunities of institution strategic accordance with its environment demands. According to the emergent approach ‐ they are favorable for preparing decisions which are oriented to emerge institution potential for opportunities used. With regard to inside and external environment factors of institution which predetermine the choice of methodology, the regularities of coherency of factors and methodologies which are suggested to apply for integral combination of approaches in specific institutions situation are defined.
Highlights
Didëjanti rinkø liberalizacija, tolimiausiø valstybiø sienas perþengusi konkurencija, socialinë ir ekonominë pasaulio diferenciacija, sparèiai besikeièianèios informacinës technologijos XXI amþiaus veiksniai, keliantys naujø iððûkiø ne tik verslo subjektams, bet ir vieðajam sektoriui
In order to implement strategic planning institutions confront with a great number of problems the basic
of which is the choice of methodological approach
Summary
Paprastai iðskiriamos dvi pagrindinës strateginio planavimo metodologijos: nustatytinë ir plëtotinë. Nustatytiniam strateginiam planavimui bûdingas pakankamas ateities numatymas, sisteminis kompleksiðkumas, apibrëþtumas (iki determinuoto), didelës formalizavimo galimybës, vienpusis strateginiø sprendimø ir organizacinës struktûros suderinamumas, menkas iniciatyvos skatinimas, planavimo þingsniø sekos nuoseklumas. Plëtotiniam planavimui bûdingas menkesnis ateities numatymas, fragmentinis kompleksiðkumas, silpnesnis apibrëþtumas, ribotesnës formalizavimo galimybës, dvipusis strateginiø sprendimø ir organizacinës struktûros suderinamumas, didesnis kûrybiðkumas, nepastovi planavimo þingsniø seka. Iðvardytos charakteristikos traktuotinos kaip prielaidos, nustatytinës metodologijos taikymo atveju palankios rengti sprendimus, orientuotus didinti institucijos strateginio sutikimo su jos aplinkos reikalavimais galimybes, o plëtotinës rengti sprendimus, orientuotus plëtoti institucijos potencialà iðnaudoti esamas galimybes bei iðvengti grësmiø, slypinèiø jos aplinkoje. Apibendrinus institucijos vidaus ir aplinkos veiksnius, turinèus átakos metodologijos parinkimui, nustatyti veiksniø ir metodologijø sàsajos dësningumai, kuriuos siûloma taikyti formuojant metodologijø integruotà deriná konkreèiai institucijos situacijai. Raktaþodþiai: vieðasis sektorius; institucija; strateginis planavimas; metodologija; metodologijø deriniai; veiksniø ir metodologijø sàsaja
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