STRATEGIC PLANNING: CONCEPT, METHODOLOGY AND PRACTICES - CASE STUDY OF THE PORTO & CAMINHOS-DE-FERRO DE MOÇAMBIQUE E.P. COMPANY

• DOI: https://doi.org/10.22533/at.ed.216572509056

• Palavras-chave: Strategic planning, concept, methodology and practice.

• Keywords: Strategic planning, concept, methodology and practice.

• Abstract:

  Strategic Planning, which is an administrative tool, makes it possible to perceive reality, evaluate paths, build a future benchmark by structuring the appropriate procedure for re-evaluating the entire process for which the objective is intended, presupposing the need for a decision-making process that will take place before, during and after its preparation and implementation in a given organization. Planning provides insight into the behaviour and usefulness of organizations, through general principles and the philosophy of planning by identifying the parts, types of planning and in-depth knowledge of the vision of the company as a system. For this work, methodology was used according to its various definitions, such as the use of applied research from the point of view of its nature, which contributes to solving a concrete problem in companies in general and in the case study of Caminhos-de-Ferro de Moçambique. As for the scientific method, the inductive method was used, as it was based on studies of a concrete and particular organism in order to later infer general conclusions from that induction. Exploratory research was also used, using all the sources within reach, such as bibliographical and documentary sources, as well as information-gathering techniques to explore the relevant content of the case under study. The conclusion of the work was: determination of the strategic issues, strategies and strategic actions to make the company achieve its objectives and continue to be competitive in the market and that the growth of any organization enables many gains for society through the generation of direct and indirect jobs and the payment of taxes. In the CFM given as a case study, it was concluded that: there is difficulty in technological training of HR and frequent staff turnover. The CFM's PE is unable to satisfy the philosophy of adaptation, limiting itself more to the philosophies of satisfaction and optimization. It was also noted that CFM does not yet have any competitors on the market, which makes it difficult for them to compete and improve the quality of their services. The following recommendations were made: the inclusion of budget execution comparisons and other financial analysis models, the clear involvement of all HR staff in drawing up and implementing the SP, the creation of a specific marketing area, technological innovation to keep up with modernity, reducing stock to boost profitability, minimizing staff turnover and maximizing HR training and retention.