Models And Algorithms For Sustainable Development Strategy Of Workplace

Strategic planning of workplace development

The article presents models and algorithms for the formation and implementation of the sustainable development strategy of the workplace, developed taking into account the provisions of strategic management, the concept of sustainable development of economic systems and workplace legislation in the field of state strategic planning.

The sustainable development of workplace as a whole is possible only with the harmonious development of all its workplaces and the balance of inter workplace relations. One of the most effective tools for managing the economic development of the workplaces is strategic planning. Development of a strategy for sustainable development of the socio-economic system and mechanisms for its implementation (Anthony and Campbell, 2016).The strategy for the economic development of the workplaces is seen as a system of measures aimed at implementing long-term objectives of the country’s social and economic development, taking into account the rational contribution of workplaces to the solution of these tasks, determined by real prerequisites and constraints to their development.

The strategic planning of socio-economic development of the workplace is understood as the process of defining such goals, guidelines, priority directions of economic and social development and ways to achieve them (Baumgartner and Rauter, 2017). The implementation of which ensures the effective functioning of the workplace socio-economic system in the long term, rapid adaptation to the changing conditions of the external and internal environment and raising the quality of life of the population on this basis.

The steady growth of the organizational economy is based, first of all, on raising the level of innovation in its production sector, At the same time, sustainable development assumes that civilization does not destroy the surrounding nature, but, on the contrary, takes into account the laws of its development and the resulting restrictions and prohibitions (Blok et al, 2015)

Consequently, the sustainable development strategies of the workplaces – the constituent entities of the Organization- are designed to determine their long-term development within the framework of Organization overall sustainable development strategy aimed at raising the level and quality of life of the population based on the transfer of the economy to an innovative type of development without harming the environment (Dangelico and Pujari, 2010). The perspective vision of the workplace’s sustainable development, its mission and role in Organization social and economic development allow us to formulate the main goals and priorities for further development of the workplace, which are taken into account in the process of developing an integrated strategy for its sustainable development. This strategy defines the tasks of the workplace in the development of human and economic potentials, industrial and social infrastructure, and the solution of environmental problems.

Algorithm for developing a sustainable development strategy for the workplace

Programmatic target regulation through medium-term programs of social and economic development of the workplace, programs for the development of districts and municipalities, investment projects and activities implemented within the framework of federal programs and national projects serves as an instrument for implementing a comprehensive strategy for sustainable development of the workplace.

In the most general form, in the process of strategic planning of the development of the workplace, three stages can be distinguished:

1) analysis of the starting conditions and the initial prerequisites for the development of the workplace;

2) the rationale for the objectives of strategic development and the mechanism for their implementation;

3) preparation of managerial decisions to achieve the goals in the form of the concept of strategic development of the workplace, programs, plans and projects

According to sustainability experts, the strategic planning of the workplace’s economic development is a cycle consisting of seven stages:

Workplaces-competitors

1) definition of development goals;

2) analysis of the external environment of the development of the workplace;

3) identification of strengths and weaknesses of the workplace; include in the sequence of the development of the strategic plan for the development of the workplace such procedures as: 1) assessment of external factors, internal resource opportunities and constraints in the development of the workplace; developed projects related to the workplace, 3) the choice of an integrated development strategy with the definition of the main goals and priorities, the means and methods for achieving them, and 4) the development scenario development and the rationale for the stages of implementation of the workplace strategic plan. 1) the development of a strategy (analysis of starting conditions, definition of strategic goals, development priorities and ways to achieve them), 2) implementation of strategic planning (organization of implementation of the planned , control of the results) . At the same time, the analysis of the concept of sustainable development of workplaces and modern Organizational legislation in the field of state strategic planning has allowed to develop a concept for sustainable development of the Organizational functions.

Legislative workplaces: technological, social and political factors of national and world markets. (potential) and threats from the external environment. Strengths and weaknesses of the workplace. Utilization of opportunities and minimization of threats. Development of scenarios of the basic strategy. Analyzing and evaluating alternatives.

 Choosing a basic strategy

Strengthening the basic strategy (developing strategies for the development of priority areas of management , the function policies and strategies of municipalities) . Algorithm for the development of a strategy for sustainable development of the workplace, the detailed schemes for the process of developing and implementing a strategy for sustainable development of the workplace. So, the algorithm for developing this strategy in accordance with the logic of strategic planning should contain the stages of setting goals, analyzing the environment, developing scenarios, selecting and concretizing the strategy (Leipziger,  2017). At the first stage of the strategy development process, the goal of sustainable development of the workplace is set (adjusted), carried out on the basis of the Long-Term Concept economic development and the environment in the workplace. In the second stage, analyzes of the external environment of the development of the workplace and its competitive advantages are carried out.

Ensuring sustainability: effective tools and levels of control

The analysis of the external environment of the development of the workplace presupposes the identification and study of: 1 ) economic, technological, social and political factors of the national and world markets that affect the sustainable development of the workplace, 2) workplaces that act in relation to this workplace in The analysis of competitive advantages of the workplace assumes an assessment of its natural-resource, human, production, infrastructure, institutional and financial potentials. In the third stage, a SWOT-analysis is carried out: the determination of strong and weak the sides of the workplace, the opportunities for its development and threats from the external environment, ways to use the opportunities and minimize threats. At the fourth stage, scenes are being developed (McPherson, et al 2016).The fifth, final stage is the concretization of the basic strategy of sustainable development of the workplace in three main areas, in particular, the formation of: 1) strategies for the development of priority areas of economic management in the workplace; 2) functional strategies for ministries and departments of the workplace, 3) strategies for sustainable development of municipalities in the workplace. An integrated sustainable development strategy ion is realized on the basis of the mechanisms of strategic planning, forecasting and program-targeted regulation of social and economic development of Organization and its subjects. Strategic planning, forecasting and program-target regulation of development of workplaces (Myerson, 2014) 

The method of strategic planning, based on the principle of building the organization’s capacity in time, proceeds from the fact that the existing capabilities of the organization have been exhausted, so there is a need to build up existing capacity and develop new strategies. Known approaches (methods) for analyzing gaps between goals and results of capacity building over time are related to the problem of ensuring sustainability only in principle, since the achievement of economic growth goals, both on the basis of existing and on the basis of the accumulated potential, undoubtedly contributes to the sustainable position of the enterprise. However, management by choosing strategic positions is directly linked to ensuring sustainability, since it is a reaction to external instability and represents a system of responding to threats from the external environment by changing internal capabilities, including organizational ones, and developing new strategies that ensure the transition of the enterprise from one state stability in another.

An effective tool for ensuring sustainability is control based on weak signals of emergence of danger. This method is most effective at a high level of instability, when it becomes necessary to prepare solutions in advance regardless of the frequency of the danger signals. This is the first level of stability management based on weak signals (Ochoa et al, 2018).

The second level is related to the preparation of measures to reduce the vulnerability of the enterprise and increase its flexibility in order to react quickly at the level of clear and defined danger signals, i.e. in this case, the time factor plays an important role. This is due to the fact that in the event of a sharp destabilization of the situation, the time to develop and make a decision may not be enough. Accordingly, two more levels are allocated depending on the specificity of the hazards.

Stakeholders who should be consulted in sustainability policies

The operations of the business is such that there are hierarchies in operations and decision making. The organization is involved in manufacturing and has the top brass of management led by the CEO. Then he is surbodinated by departmental heads and managers who in turn lead a group of people in the workplace in that departments.

A system of emergency measures is used in case of strategic surprises, which reacts to factors of instability and sudden threats, the possibility of causing major damage or contrary to expectations, when the problems that arise do not have well-known solutions, and also in other extreme cases. Yet, it is precisely the system with a set of typical solutions that can be used in emergency circumstances, focused on obtaining special information, redistributing and delegating responsibilities, creating operational management groups, and so on. Thus, it is a system for responding to extraordinary circumstances in a typical way (Raineri, and Paillé,  2016).

The foregoing provisions of strategic planning and management are widespread and have the dignity of a clear and universal methodology, knowledge and application of which is necessary. However, its use in practical activities requires additional methodological solutions.

It cannot be said that the problem of ensuring sustainable operation and development of an enterprise as a management problem is completely new. On the contrary, it is the basis of the management concept of controlling and represents the concept and methodology of the so-called early warning of an enterprise about the effects of various external and internal factors that could threaten its sustainability. With a high level of instability, when the internal and external situations change quickly enough, the enterprise does not have enough time to make a timely decision, i.e. The rate of change is much higher than the enterprise’s response to these changes. Therefore, it becomes necessary to prepare a solution when weak signals arrive from the external environment. The order of actions in this situation is determined depending on the time available for responding to strategic surprises. The time reserves in turn depend on which threat signal is accepted by the system: weak, strong or crisis. A weak signal allows us to use a normal (planned) response system. A strong signal, or a signal of crisis situations, usually requires an urgent and extraordinary (non-standard) response. The multivariate nature of the methods and time intervals for responding to external and internal threats constitute the content of the enterprise’s adaptation system and the basis for assessing its qualitative level and compliance with objectives.

The logical completion of the entire system of analysis, forecasting, planning of the parameters of the external environment and the activity of the enterprise is the construction of an information management system ensuring the stability of the enterprise. It is intended for early warning of the threatening destabilization and providing the enterprise with information about potential dangers emanating from the external or internal environment of the organization, as well as to implement a set of measures for timely and targeted response. From the standpoint of solving the problem of sustainability, this system can be regarded as management quality management. It is the basis for solving the problem of enterprise sustainability, which proceeds from the understanding that the financial condition of an enterprise is not a guarantee of its sustainable development even in the near future and relies on a management resource. It is proposed to use the principle of continuous enterprise planning when constructing a quality management system and applying it. When setting and solving the problem of sustainable development, it becomes necessary to continuously design different states of the enterprise’s sustainability (Van Marrewijk, and Werre, 2013).

 This leads to the emergence of a contradiction connected with the fact that, on the one hand, the enterprise is stable, having a rigid structural, functional, systemic and equilibrium characteristics, and on the other hand, with its internal content, it has the imperative of development, or changes, i.e. a violation of the stability of the situation that has developed, and the transition to its other level. This is the main contradiction of the stability problem, which, nevertheless, is solvable. Let us consider this problem. Stability includes two aspects: the state, i.e. structure, and process (dynamics). In the second case, it is the interval of parameters within which the structure (ie, static stability) is preserved and the outflow of which threatens the system with transition to an unstable state.

The development of an organization is a continuous process of change and transition from an old structure (stability) to a relatively new stable dynamic structure. In turn, this process occurs both through gradual changes, and can be of a radical nature (strategic reengineering). Nevertheless, the organization at any given moment has (or should have) a certain structure (stability), as well as dynamics, and cannot represent a continuous process of becoming or be in a state of permanent reorganization (Williams et al 2017). The organization is a stable static or dynamic structure, and the redesign of the organization is a transition (smooth or sharp) from one kind of sustainability and the nature of the organization to another. The internal content of the design process is the analysis of the interaction of pairwise opposite (polar) forces, sides, properties, processes and trends of change (Wilkinson et al, 2014) . At critical limits (transition points), the interaction of opposing forces (with respect to conservation or change of the object) reaches a limit beyond which the violation of stability leads to the destruction of the entire system.

Conclusion

The methodology of continuous planning, from our point of view, includes the development of five relatively independent tasks: a) evaluation the initial state of stability; b) an assessment of the trend of development on sustainability; c) development of several variants of projected future states of stability; d) development of a system for ensuring the transition from an existing system of resistance to a projected system; e) development of a system for ensuring periodic states, i.e. Steady development does not imply the ideology of strategic reengineering, with a continuous change in the goals, methods and processes of achieving future competitive advantages, which requires huge financial investments with maximum risk and deferred efficiency (Yun et al., 2015). However, in many cases this is not required. The strategy of operational efficiency, sustainable development seems to be the most adequate for ensuring the qualitative growth of Organization or workplace. The main goal of any commercial enterprise is to extract as much profit as possible at the lowest cost.

References

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Baumgartner, R.J. and Rauter, R., 2017. Strategic perspectives of corporate sustainability management to develop a sustainable organization. Journal of Cleaner Production, 140, pp.81-92.

Blok, V., Wesselink, R., Studynka, O. and Kemp, R., 2015. Encouraging sustainability in the workplace: a survey on the pro-environmental behaviour of university employees. Journal of cleaner production, 106, pp.55-67.

Dangelico, R.M. and Pujari, D., 2010. Mainstreaming green product innovation: Why and how companies integrate environmental sustainability. Journal of business ethics, 95(3), pp.471-486.

Leipziger, D., 2017. The corporate responsibility code book. Routledge.

McPherson, S., Anid, N.M., Ashton, W.S., Hurtado-Martín, M., Khalili, N. and Panero, M., 2016. Pathways to Cleaner Production in the Americas II: Application of a competency model to experiential learning for sustainability education. Journal of cleaner production, 135, pp.907-918.

Myerson, J., 2014. Workplace and wellbeing. Wellbeing: A Complete Reference Guide, pp.1-18.

Ochoa, P., Lepeley, M.T. and Essens, P. eds., 2018. Wellbeing for Sustainability in the Global Workplace. Routledge.

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Van Marrewijk, M. and Werre, M., 2003. Multiple levels of corporate sustainability. Journal of Business ethics, 44(2-3), pp.107-119.

Williams, A.M., Tompa, E., Lero, D.S., Fast, J., Yazdani, A. and Zeytinoglu, I.U., 2017. Evaluation of caregiver-friendly workplace policy (CFWPs) interventions on the health of full-time caregiver employees (CEs): implementation and cost-benefit analysis. BMC public health, 17(1), p.728.

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