{"id":9051,"date":"2023-01-10T09:14:27","date_gmt":"2023-01-10T08:14:27","guid":{"rendered":"https:\/\/www.euroekonom.sk\/?p=9051"},"modified":"2024-05-13T14:58:04","modified_gmt":"2024-05-13T12:58:04","slug":"podnikove-planovanie-historia-zasady-a-prinos-pre-podnik","status":"publish","type":"post","link":"https:\/\/www.vrtulniky.sk\/news\/podnikove-planovanie-historia-zasady-a-prinos-pre-podnik\/","title":{"rendered":"Podnikov\u00e9 pl\u00e1novanie &#8211; hist\u00f3ria, z\u00e1sady a pr\u00ednos pre podnik"},"content":{"rendered":"<h2>Podnikov\u00e9 pl\u00e1novanie<\/h2>\n<p>Pl\u00e1novanie je \u010das\u0165ou riadenia (mana\u017ementu), ktor\u00e9 sa v d\u00f4sledku de\u013eby pr\u00e1ce a \u0161pecializ\u00e1cie v \u0148om osamostatnilo a predstavuje jednu zo z\u00e1kladn\u00fdch mana\u017e\u00e9rskych funkci\u00ed. Slovo pl\u00e1nova\u0165 poch\u00e1dza z latinsk\u00e9ho slova \u201ePLANTA\u201c = n\u00e1\u010drt budovy, pl\u00e1nova\u0165 znamen\u00e1 na\u010drtn\u00fa\u0165 sch\u00e9mu, projektova\u0165. Protikladom pl\u00e1novania je improviz\u00e1cia, pracova\u0165 bez pl\u00e1nu, n\u00e1hodne.<br \/>\nPl\u00e1novac\u00ed proces pozost\u00e1va z troch stup\u0148ov:<\/p>\n<ol>\n<li><strong>Porozumenie, kde sme:<\/strong>\n<ul>\n<li>porozumenie produktom (\u010di s\u00fa lep\u0161ie, alebo hor\u0161ie ako produkty konkurentov v o\u010diach z\u00e1kazn\u00edkov, teda porozumenie konkuren\u010dnej v\u00fdhode, napr. ako konkurova\u0165 v cene, kvalite),<\/li>\n<li>porozumenie z\u00e1kazn\u00edkom (pre\u010do a ako od nakupuj\u00fa na\u0161e v\u00fdrobky-identifikova\u0165 trhov\u00e9 segmenty), prednostiam aslabostiam (osobn\u00e9 ciele, vybavenie),<\/li>\n<li>porozumenie pr\u00edle\u017eitostiam a hrozb\u00e1m(Rast trhu, SLEPT anal\u00fdza)<\/li>\n<\/ul>\n<\/li>\n<li><strong>Rozhodnutie, kam chceme \u00eds\u0165:<\/strong> rozhodnutie sa, ak\u00e9 s\u00fa celkov\u00e9 ciele pre podnikanie (SMART krit\u00e9ri\u00e1)<\/li>\n<li><strong>Pl\u00e1novanie, ako sa tam dostaneme:<\/strong>&#8211; strat\u00e9gie, ako dosiahnu\u0165 ciele vypracovanie marketingov\u00e9ho pl\u00e1nu a finan\u010dn\u00e9ho rozpo\u010dtu<\/li>\n<\/ol>\n<h3>Podnikate\u013esk\u00e1 strat\u00e9gia<\/h3>\n<p>Strat\u00e9gia je program, ako riadi\u0165 podnikov\u00e9 zdroje (\u013eudsk\u00e9, materi\u00e1lne\/technick\u00e9 a finan\u010dn\u00e9) k dosiahnutiu zisku. <a title=\"Strategick\u00e9 ciele podniku \u2013 semin\u00e1rna pr\u00e1ca\" href=\"https:\/\/www.euroekonom.sk\/strategicke-ciele-podniku-seminarna-praca\/\">Podnikate\u013esk\u00e1 strat\u00e9gia<\/a> je mno\u017eina cie\u013eov (strategick\u00e9 alternat\u00edvy) a z\u00e1rove\u0148 mno\u017eina met\u00f3d (n\u00e1strojov na dosiahnutia cie\u013eov), ako m\u00f4\u017ee podnik tieto ciele dosiahnu\u0165, ak sa chce dosta\u0165 zo s\u00fa\u010dasnej situ\u00e1cia do bud\u00facej situ\u00e1cie.<\/p>\n<h2>Podnikov\u00fd pl\u00e1n<\/h2>\n<p>Pl\u00e1n sl\u00fa\u017ei k dvom z\u00e1kladn\u00fdm \u00fa\u010delom:<\/p>\n<ul>\n<li>K vn\u00fatornej potrebe v podniku;<\/li>\n<li>Ku vonkaj\u0161ej potrebe, pre mimo podnikov\u00e9 \u00fa\u010dely.<\/li>\n<\/ul>\n<p>Z\u00e1kladn\u00e9 skupiny \u201eos\u00f4b\u201c, ktor\u00e9 maj\u00fa zo spracov\u00e1vania pl\u00e1nov hlavn\u00fd prospech :<\/p>\n<ul>\n<li>majitelia podnikov (myslia na bud\u00facnos\u0165 podniku )<\/li>\n<li>mana\u017e\u00e9ri na r\u00f4znych \u00farovniach riadenia (riadia podnik)<\/li>\n<li>Investori. Bank\u00e1ri, rizikov\u00ed investori, podnikate\u013esk\u00ed anjeli<\/li>\n<\/ul>\n<h2>Pr\u00ednos pl\u00e1novania<\/h2>\n<p><strong>V\u00fdznam pl\u00e1novania pre majite\u013eov podniku:<\/strong><\/p>\n<ul>\n<li>Napl\u00e1novan\u00ed zah\u00e1jenia podnikania;<\/li>\n<li>Napl\u00e1novanie a riadenie rastu podniku;<\/li>\n<li>Definovanie a implementovanie strat\u00e9gie;<\/li>\n<li>Napl\u00e1novanie a riadenie zmien v podniku;<\/li>\n<li>Efekt\u00edvnej kalkul\u00e1cii finan\u010dn\u00fdch prostriedkov pre r\u00f4zne pr\u00edpady pou\u017eitia<\/li>\n<\/ul>\n<p><strong>Pr\u00ednos pl\u00e1novania pre mana\u017e\u00e9rov:<\/strong><\/p>\n<ul>\n<li>Odstra\u0148ova\u0165, resp. zni\u017eova\u0165 podnikate\u013esk\u00e9 riziko<\/li>\n<li>Pom\u00e1haj\u00fa pri pl\u00e1novan\u00ed t\u00edmu;<\/li>\n<li>Pom\u00e1haj\u00fa pri z\u00edskavan\u00ed finan\u010dn\u00fdch prostriedkov<\/li>\n<\/ul>\n<p><strong>Pr\u00ednos pl\u00e1novania pre investorov:<\/strong><\/p>\n<ul>\n<li>Pom\u00e1haj\u00fa pri ohodnocovan\u00ed rizika invest\u00edcie;<\/li>\n<li>Pom\u00e1haj\u00fa pri ocenen\u00ed mana\u017ementu kvality<\/li>\n<\/ul>\n<p>Podnikate\u013esk\u00ed anjeli ako ivestori s\u00fa individu\u00e1lni investori, ktor\u00ed vyu\u017e\u00edvaj\u00fa vlastn\u00fd kapit\u00e1l na financovanie MaS s v\u00fdrazn\u00fdm rastov\u00fdm potenci\u00e1lom, vyu\u017e\u00edvaj\u00fa medzeru medzi financovan\u00edm podnikania z vlastn\u00fdch zdrojov, resp. zdrojov od rodinn\u00fdch pr\u00edslu\u0161n\u00edkov a financovan\u00edm prostredn\u00edctvom profesion\u00e1lnych fondov rizikov\u00e9ho kapit\u00e1lu.<\/p>\n<h2>Kedy pl\u00e1nova\u0165<\/h2>\n<p>Pl\u00e1novanie je \u010dinnos\u0165, ktor\u00e1 je v\u017edy spojen\u00e1 s rozvojom, zmenou stavu, zmenou \u0161trukt\u00fary alebo zdrojov za \u00fa\u010delom dosiahnu\u0165 ciele podniku.<br \/>\n<strong>Obdobia vyu\u017eitia pl\u00e1nov:<\/strong><\/p>\n<ol>\n<li>Start up (zah\u00e1jenie podnikania);<\/li>\n<li>Rast podniku;<\/li>\n<li>Turnaround (za\u010d\u00ednaj\u00faca kr\u00edza, resp. zastavenie prev\u00e1dzky);<\/li>\n<li>In\u00e9 pr\u00edklady, napr. Feasibility study<\/li>\n<\/ol>\n<p><strong>Obsahov\u00e9 v\u00fdznamy pl\u00e1novania:<\/strong><\/p>\n<ul>\n<li>Orient\u00e1cia na bud\u00facnos\u0165,<\/li>\n<li>Alternat\u00edvne mo\u017enosti v\u00fdberu ciest v z\u00e1ujme dosiahnutia zmeny,<\/li>\n<li>V\u00fdber jednej z alternat\u00edv.<\/li>\n<\/ul>\n<h2>Hist\u00f3ria pl\u00e1novania<\/h2>\n<p>Pl\u00e1novanie je jedna z najstar\u0161\u00edch \u013eudsk\u00fdch aktiv\u00edt spojen\u00e1 s predv\u00eddan\u00edm bud\u00facnosti, prv\u00e9 dokumenty podobaj\u00face sa neskor\u0161\u00edm pl\u00e1nom za\u010d\u00ednaj\u00fa sa kon\u0161truova\u0165 po vyn\u00e1jden\u00ed p\u00edsma.<\/p>\n<ul>\n<li>V po\u010diatkoch sa pl\u00e1novanie orientovalo najm\u00e4 na ro\u010dn\u00e9 pl\u00e1ny \u2013 \u201ebudgeting\u201c.<\/li>\n<li>Po 2. svet. vojne \u2013 dlhodob\u00e9 pl\u00e1novanie \u2013 \u201elong-range planning\u201c zalo\u017een\u00e9 na extrapol\u00e1cii v\u00fdvojov\u00fdch trendov v minulosti.<\/li>\n<li>60 \u2013 te roky min. storo\u010dia \u2013 \u201estrategick\u00e9 pl\u00e1novanie\u201c<\/li>\n<li>S\u00fa\u010dasnos\u0165 \u2013 vo vyspel\u00fdch krajin\u00e1ch \u2013 indikat\u00edvne pl\u00e1novanie.<\/li>\n<li>1922 Fayol \u2013 ch\u00e1pe pl\u00e1novanie dlhodob\u00e9 podnikov\u00e9 pl\u00e1novanie<\/li>\n<li>formy makroekonomick\u00e9ho pl\u00e1novania s dopadom na podnikov\u00fa sf\u00e9ru sa rozv\u00edjali v krajin\u00e1ch z\u00e1padnej Eur\u00f3py u\u017e pred 2.svet.vojnou a aj po 2.sv.vojne. Prv\u00fd pokus zrealizovan\u00fd v Nemecku (1932) \u2013 zostaven\u00fd pl\u00e1n boja s masovou nezamestnanos\u0165ou<\/li>\n<li>\u0160v\u00e9dsko \u2013 rozpracovan\u00e1 finan\u010dno-rozpo\u010dtov\u00e1 a pe\u0148a\u017eno-\u00faverov\u00e1 politika pre dynamiku rastu NH ukazovate\u013eov (HDP, invest\u00edcie, politka zamestnanosti&#8230;);<\/li>\n<li>Holandsko (J. Tinbergen) v r.1936 rozpracoval makroekonomick\u00fd model, kt. ilustroval vplyv vl\u00e1dnej politiky na rozvoj ekonomiky.<\/li>\n<li>USA \u2013 1946 makroekonomick\u00e9 aspekty mal AKT o zamestnanosti<\/li>\n<\/ul>\n<h2>Defin\u00edcia a koncepcie pl\u00e1novania<\/h2>\n<p>Pl\u00e1novanie je ur\u010dovanie cie\u013eov a ciest ako tieto ciele v ur\u010denom \u010dase a na po\u017eadovanej \u00farovni dosiahnu\u0165.<\/p>\n<h3>Direkt\u00edvne pl\u00e1novanie<\/h3>\n<ul>\n<li>je uplat\u0148ovan\u00e9 v centr\u00e1lne riaden\u00fdch ekonomik\u00e1ch bolo pr\u00edzna\u010dn\u00e9 tzv. normat\u00edvne pl\u00e1novanie so svojim hierarchick\u00fdm r\u00e1zom.<\/li>\n<li>n\u00e1rodohospod\u00e1rsky pl\u00e1n zostavovalo pl\u00e1novacie centrum, ktor\u00fd sa cez stredn\u00fd stupe\u0148 riadenia dost\u00e1val rozpisom do podnikov.<\/li>\n<li>NHP ur\u010doval \u010do vyr\u00e1ba\u0165, ako vyr\u00e1ba\u0165, komu pred\u00e1va\u0165 za ak\u00e9 ceny, s ak\u00fdmi n\u00e1kladmi vyr\u00e1ba\u0165, za ak\u00fd \u010das vyr\u00e1ba\u0165<\/li>\n<\/ul>\n<h3>Indikat\u00edvne pl\u00e1novanie<\/h3>\n<ul>\n<li>je charakteristick\u00e9 pre krajiny s rozvinutou trhovou ekonomikou, bez donucovacieho charakteru<\/li>\n<li>priekopn\u00edkom te\u00f3rie bol Franc\u00faz Mass\u00e9<\/li>\n<li>harmoniz\u00e1cia za pomoci trhu<\/li>\n<li>harmoniz\u00e1cia zalo\u017een\u00e1 na moci<\/li>\n<li>franc\u00fazsky sp\u00f4sob harmoniz\u00e1cie prostredn\u00edctvom \u201epl\u00e1nu n\u00e1roda\u201c<\/li>\n<\/ul>\n<h3>Indikat\u00edvne pl\u00e1novanie na Slovensku<\/h3>\n<p>Indikat\u00edvne pl\u00e1novanie sa na Slovensku neuplat\u0148uje, vyu\u017e\u00edvaj\u00fa sa r\u00f4zne n\u00e1stroje hospod\u00e1rskej politiky, ktor\u00e9 ovplyv\u0148uj\u00fa podnikate\u013esk\u00e9 prostredie. Makroekonomick\u00e9 inform\u00e1cie d\u00f4le\u017eit\u00e9 pre rozhodovanie podnikov poskytuj\u00fa vl\u00e1dne dokumenty, ako s\u00fa n\u00e1rodohospod\u00e1rska strat\u00e9gia konkurencieschopnosti, niektor\u00e9 odvetvov\u00e9 koncepcie. V\u00fdznam pl\u00e1novania spo\u010d\u00edva v zni\u017eovan\u00ed, resp. eliminovan\u00ed chybn\u00fdch rozhodnut\u00ed, ktor\u00e9 by br\u00e1nili podniku v jeho \u00faspe\u0161nom napredovan\u00ed (prednosti, nedostatky).<\/p>\n<h2>Pl\u00e1novanie a v\u00fdkonnos\u0165<\/h2>\n<p>Kvalita pl\u00e1novacieho procesu prispievaj\u00fa k vy\u0161\u0161ej v\u00fdkonnosti ne\u017e rozsah pl\u00e1novania. Vz\u0165ah pl\u00e1novania a v\u00fdkonnosti je ovplyvnen\u00fd aj \u010dasov\u00fdm rozmerom pl\u00e1novania Organiz\u00e1cie sa musia aspo\u0148 4 roky venova\u0165 systematick\u00e9mu pl\u00e1novaniu, ne\u017e sa prejav\u00ed jeho dopad na v\u00fdkonnos\u0165.<br \/>\n<strong>Formalizovan\u00e9 pl\u00e1novanie je spojen\u00e9 s:<\/strong><\/p>\n<ul>\n<li>vy\u0161\u0161\u00edm ziskom;<\/li>\n<li>n\u00e1vratnos\u0165ou akt\u00edv;<\/li>\n<li>\u010fal\u0161\u00edmi pozit\u00edvnymi finan\u010dn\u00fdmi v\u00fdsledkami.<\/li>\n<\/ul>\n<h2>Z\u00e1sady pl\u00e1novania<\/h2>\n<ol>\n<li>Kontinu\u00e1lnos\u0165 pl\u00e1novania;<\/li>\n<li>Pru\u017enos\u0165 pl\u00e1novania;<\/li>\n<li>Variantnos\u0165 pl\u00e1novania;<\/li>\n<li>Organiz\u00e1cia a koordin\u00e1cia pl\u00e1novacieho procesu;<\/li>\n<li>Re\u00e1lnos\u0165 pl\u00e1novania<\/li>\n<\/ol>\n<ul>\n<li>Pl\u00e1novanie sa uplat\u0148uje a existuje pri r\u00f4znych objektoch riadenia, t.j. na ka\u017edej \u00farovni riadenia. Jeho konkr\u00e9tny obsah je v\u0161ak odli\u0161n\u00fd pod\u013ea \u00faloh danej \u00farovne riadenia. Pod\u013ea toho sa men\u00ed aj rozsah pr\u00e1c, ktor\u00e9 na pl\u00e1novanie pripadaj\u00fa a jeho \u010dasov\u00fd horizont, t.j. so zmenou \u00farovn\u00ed riadenia sa men\u00ed v r\u00e1mci celkovej spotreby pr\u00e1ce pripadaj\u00facej na riadenie aj podiel pr\u00e1ce vynalo\u017eenej na pl\u00e1novanie.<\/li>\n<li>Na najvy\u0161\u0161ej riadiacej \u00farovni podniku (top-mana\u017ement) pripad\u00e1 najv\u00e4\u010d\u0161\u00ed objem pr\u00e1c na pl\u00e1novanie (najm\u00e4 na strategick\u00e9 pl\u00e1novanie) a mal\u00fd objem pr\u00e1c na operat\u00edvne riadenie. Smerom k ni\u017e\u0161\u00edm \u00farovniam riadenia podniku sa pomer t\u00fdchto \u010dinnost\u00ed postupne men\u00ed, t.j. na najni\u017e\u0161ej \u00farovni riadenia (napr. diel\u0148a) pripad\u00e1 najmen\u0161\u00ed podiel z riadenia na pl\u00e1novanie (t.j. operat\u00edvne pl\u00e1novanie).<\/li>\n<li>V pl\u00e1novan\u00ed je potrebn\u00e9 rozhodova\u0165 aj o tom, ako prebieha nieko\u013eko pl\u00e1novac\u00edch procesov v s\u00favislosti s vytv\u00e1ran\u00edm rovnov\u00e1hy vyu\u017eit\u00edm kapac\u00edt, \u013eudsk\u00fdch a finan\u010dn\u00fdch zdrojov<\/li>\n<li>V s\u00fa\u010dasnej v\u00fdvojovej etape mana\u017ementu je pr\u00edzna\u010dn\u00fd d\u00f4raz na strategick\u00e9 pl\u00e1novanie, formulovanie podnikovej strat\u00e9gie a jej implementovanie. Z h\u013eadiska spr\u00e1vania podniku sa pl\u00e1novanie pova\u017euje za n\u00e1stroj zvl\u00e1dnutia meniacich sa vn\u00fatorn\u00fdch a vonkaj\u0161\u00edch podmienok.<\/li>\n<\/ul>\n<h2>Vz\u0165ah pl\u00e1novania a rozhodovania<\/h2>\n<ul>\n<li>Pri pl\u00e1novan\u00ed je d\u00f4le\u017eit\u00fd jeho vz\u0165ah k <a title=\"Rozhodovanie v man\u017emente\" href=\"https:\/\/www.euroekonom.sk\/rozhodovanie-v-manzmente\/\">rozhodovaniu<\/a>. Mo\u017eno poveda\u0165, \u017ee pl\u00e1novanie je proces prij\u00edmania rozhodnut\u00ed, je to rozhodovanie o r\u00f4znych str\u00e1nkach bud\u00facej \u010dinnosti podniku, a pl\u00e1n je jedn\u00fdm z najd\u00f4le\u017eitej\u0161\u00edch rozhodnut\u00ed. Na prijatie kvalitn\u00e9ho pl\u00e1nu je potrebn\u00e9 vypracova\u0165 varianty, porovna\u0165 ich a vybra\u0165 z nich ten najlep\u0161\u00ed<\/li>\n<\/ul>\n<h2>Vz\u0165ah pl\u00e1novania a informa\u010dn\u00e9ho procesu<\/h2>\n<p>Pl\u00e1novanie tie\u017e \u00fazko s\u00favis\u00ed s inform\u00e1ciami &#8211; inform\u00e1cie s\u00fa v\u00fdchodiskom pl\u00e1novania, predstavuj\u00fa informa\u010dn\u00e9 vstupy:<\/p>\n<ul>\n<li>inform\u00e1cie z okolia \u2013 od odberate\u013eov, od dod\u00e1vate\u013eov, o podobn\u00fdch v\u00fdrobkoch, o situ\u00e1cii na svetov\u00fdch trhoch, o konkurencii, o hospod\u00e1rskej politike vl\u00e1dy ap.<\/li>\n<li>intern\u00e9 inform\u00e1cie \u2013 o doteraj\u0161om priebehu a v\u00fdsledkoch bud\u00faceho v\u00fdvoja<\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"<p>Podnikov\u00e9 pl\u00e1novanie Pl\u00e1novanie je \u010das\u0165ou riadenia (mana\u017ementu), ktor\u00e9 sa v d\u00f4sledku de\u013eby pr\u00e1ce a \u0161pecializ\u00e1cie v \u0148om osamostatnilo a predstavuje jednu zo z\u00e1kladn\u00fdch mana\u017e\u00e9rskych funkci\u00ed. &hellip; <\/p>\n","protected":false},"author":17,"featured_media":25279,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[551,52],"tags":[119],"class_list":["post-9051","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-podnikam","category-podnikanie","tag-podnikatelsky-plan"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.6 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Podnikov\u00e9 pl\u00e1novanie - hist\u00f3ria, z\u00e1sady a pr\u00ednos pre podnik<\/title>\n<meta name=\"description\" content=\"Obsah a podstata podnikov\u00e9ho pl\u00e1novania. Pr\u00ednos pl\u00e1novania pre mana\u017e\u00e9rov, investorov a majite\u013eov podniku. Z\u00e1sady pl\u00e1novania. Pl\u00e1novanie a v\u00fdkonnos\u0165.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.vrtulniky.sk\/news\/podnikove-planovanie-historia-zasady-a-prinos-pre-podnik\/\" \/>\n<meta property=\"og:locale\" content=\"sk_SK\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Podnikov\u00e9 pl\u00e1novanie - hist\u00f3ria, z\u00e1sady a pr\u00ednos pre podnik\" \/>\n<meta property=\"og:description\" content=\"Obsah a podstata podnikov\u00e9ho pl\u00e1novania. Pr\u00ednos pl\u00e1novania pre mana\u017e\u00e9rov, investorov a majite\u013eov podniku. Z\u00e1sady pl\u00e1novania. 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