Classification of the goals of the organization. Theoretical aspects of developing the goals of a modern organization Classification of goals in management activities
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The management process is aimed at achieving the goals facing the organization and reflecting its ideal or desired future state.
Management Goals organizations determine the concept of its development and the main direction business activity: this is either the desired state of the control object or the result that is planned to be obtained as a result of the business.
Successful management of an organization is possible when the goals of the organization meet a certain set of requirements.
1. Goals must be specific, understandable to the performer and unambiguously formulated.
2. Goals must be realistic, achievable under given conditions.
3. Goals should be flexible, capable of being adjusted in accordance with the rapidly changing conditions of the organization.
4. Goals must be known, close to the majority of members of the organization, recognized as personal.
5. Goals must be compatible with each other in time and space and reflect the compatibility of the interests of society, teams and individuals in order to avoid conflict situations.
6. Goals should not be destructive.
Therefore, all work on the development goal systems organization is essential element art of management, the starting point in the activities of the manager.
Really existing system goals of the organization presupposes a certain classification . First of all, one must distinguish general (global) and specific goals.
Common goals reflect the company's development concept and are developed for the long term. The general purpose includes the general goal, also called mission , and several corporate goals that reveal and specify the content of the mission. Today, as a mission, the satisfaction of certain social needs is most often considered.
Corporate Goals may be oriented, for example, towards financial stability, to ensure optimal profitability, to develop new directions for the development of the company.
Specific goals are developed within the framework of the general goals for the main activities in each production department firms, for example:
| KIND OF ACTIVITY | KEY GOAL |
| Marketing | Become the first selling product A in the market. |
| Production | Reach top performance labor in the production of all or certain types products; reduce production costs. |
| R&D | Win a leading position in the development and introduction of new types of products into production. |
| Finance | Preserve and maintain at the required level all types of financial resources. |
| Staff | Provide conditions for the development of the creative potential of employees and increase their interest in work. |
| Management | Determine the main areas of managerial influence and priority tasks that ensure the achievement of planned results. |
In real conditions, these goals should be specified and quantified using appropriate indicators.
1. By degree of importance for the organization, the goals are divided into strategic and tactical (current).
Strategic the goals are focused on solving long-term large-scale problems and their implementation requires high costs (updating the production base, entering international markets, achieving leadership in their field of activity).
Tactical the goals are intermediate in relation to the strategic ones, reflect the individual stages of their achievement.
2. By content goals are divided into technological, economic, industrial, administrative, marketing, scientific and technical, social.
To technological goals include computerization, the introduction of flexible, resource-saving and environmentally friendly technologies.
An example economic goals is to strengthen the financial stability of the organization, increase profitability, increase the market value of capital, accelerate its turnover.
Production goals may be to produce a certain volume of goods and services, improve their quality, reduce costs.
Administrative goals include, for example, the achievement of high manageability of the organization, reliable interaction between employees, good discipline, and coherence in work.
Marketing goals are associated with the conquest of certain sales markets, with the attraction of new customers or buyers, with the extension life cycle goods and services, achieving leadership in prices.
Scientific and technical the goals are focused on the creation and introduction into production of new and improvement of existing product samples, bringing them to the level of world standards.
Social the goals are focused on creating favorable working, living and recreational conditions for employees, on improving their educational and qualification level, and establishing social partnership relations.
3. By form of expression we can talk about the goals expressed in quantitative and quality indicators.
The system of goals of the organization has hierarchical. To clearly represent the main tasks of the organization, use the method goal tree, in which each lower end is a means of realizing the nearest higher end. At the same time, structural units responsible for achieving results are allocated in the organization. The number and composition of structural units depends on the complexity and scope of work to achieve the goal: these can be microstructures (jobs or positions), mesostructures (departments, workshops, sections), macrostructures (independent units, for example, included in the concern).
The construction of a "tree of goals" helps to coordinate the activities of the organization's departments in solving a specific task related to its development. It allows you to present a complete picture of the relationship of future events.
Approximate company target system operating in today's Ukrainian economy:
current target of today's firm is usually reduced to survival and providing a reserve for maintaining a stable position on domestic market. For the vast majority of our enterprises, this goal is predominant.
Short term goal It comes down, as a rule, to making the company able to maintain a stable position in the domestic market and resist foreign competition.
Medium term goal is aimed primarily at becoming a leader firm, able to achieve a leading position among competing firms in the domestic market and begin to compete in the external market.
Long term goal focused on winning and keeping a certain share international markets in their area of specialization.
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Organizational goals, strategic planning
An important step in planning is the choice of goals.
The goals of the organization are the results that the organization seeks to achieve, and to achieve which its activities are directed.
Allocate the main target function, or the mission of the organization, which determines the main activities of the company.
Mission - the main main goal of the organization for which it was created.
When defining the mission of an organization, consider:
Statement of the organization's mission in terms of its production of goods or services, as well as the main markets and key technologies used in the organization;
- the position of the firm in relation to the external environment;
- culture of the organization: what kind of working climate exists in this organization; what type of workers are attracted to this climate; what are the basics of the relationship between the company's managers and ordinary employees;
- who are the customers (consumers), what needs of customers (consumers) the company can successfully satisfy.
The mission of the organization is the basis for formulating its goals. Goals are the starting point for planning.
Goals are:
1. By scale of activity: global or general; local or private.
2. By relevance: relevant (priority) and irrelevant.
3. By rank: major and minor.
4. By the time factor: strategic and tactical.
5. By management functions: goals of organization, planning, control and coordination.
6. By subsystems of the organization: economic, technical, technological, social, industrial, commercial, etc.
7. By subjects: personal and group.
8. By awareness: real and imaginary.
9. By reachability: real and fantastic.
10. By hierarchy: higher, intermediate, lower.
11. By relationships: interacting, indifferent (neutral) and competing.
12. According to the object of interaction: external and internal.
Process strategic planning is a tool that helps the company's management to make the right strategic decisions, and adjust the daily life of the organization in accordance with them.
Strategic planning is a set of decisions and actions carried out by the management of a firm in order to achieve the goals of the organization.
Strategic planning includes four main types of management activities:
1. Allocation of resources: distribution of available funds, highly qualified personnel, as well as the technological and scientific experience available in the organization.
2. Adaptation to the external environment: actions that improve the relationship of the firm with the external environment, i.e. relationships with the public, the government, various government agencies.
3. Internal coordination of work of all departments and subdivisions. This step includes identifying strengths and weaknesses firms to achieve effective integration of operations within the organization.
4. Awareness of organizational strategies. It takes into account the experience of past strategic decisions, which makes it possible to predict the future of the organization.
The strategic planning scheme consists of the following steps:
Implementation of the strategic plan, management by objectives.
After the development of the organization's strategy, the stage of its implementation begins.
The main stages of the implementation of the strategy are: tactics, policies, procedures and rules.
Tactics is short term plan actions aligned with the strategic plan. Unlike strategy, which is more often developed by top management, tactics are developed by middle managers; tactics are more short-term than strategy; the results of tactics appear much faster than the results of strategy.
Policy development is the next step in the implementation of the strategic plan. It contains general guidelines for action and decision making to facilitate the achievement of the organization's objectives. The policy is long-term. The policy is formed in order to avoid deviation in making daily management decisions from the main goals of the organization. It shows acceptable ways to achieve these goals.
After developing the organization's policy, management develops procedures, taking into account previous decision-making experience. The procedure is used in case of frequent repetition of the situation. It includes a description of specific actions to be taken in a given situation.
Where a complete lack of freedom of choice is expedient, management develops rules. They are used to ensure that employees perform their duties accurately in a particular situation. Rules, unlike a procedure that describes a sequence of recurring situations, are applied to a specific single situation.
An important stage in planning is the development of a budget. It is a way of the most efficient allocation of resources, expressed in numerical form and aimed at achieving certain goals.
effective method management is a method of management by objectives.
It consists of four stages:
1. Formulation of clear and concise goals.
2. Developing the best plans to achieve these goals.
3. Control, analysis and evaluation of the results of work.
4. Correction of the results in accordance with the planned ones.
The development of goals is carried out in descending order along the hierarchy from top management to subsequent levels of management. The goals of the subordinate manager should ensure the achievement of the goals of his boss. At this stage of setting goals, it is mandatory Feedback, that is, a two-way exchange of information, which is necessary for their harmonization and ensuring consistency.
Planning determines what needs to be done to achieve a given goal. There are several stages of planning:
Determination of tasks that need to be solved in order to achieve the goals.
- establishing the sequence of operations, creating calendar plan.
- clarification of the personnel's authority to perform each type of activity.
- Estimation of time costs.
- Determining the cost of resources needed to carry out operations through budgeting.
- adjustment of action plans.
Organizational structure of the enterprise
The decision on the choice of organizational structure is made by the top management of the organization. The middle and lower levels of management provide initial information, and sometimes offer their own options for the structure of their subordinate units. best structure organization is considered to be such a structure that allows optimal interaction with external and internal environment meet the needs of the organization and most effectively achieve its goals. An organization's strategy should always define the organizational structure, not the other way around.
The organizational structure selection process consists of three steps:
The division of the organization into enlarged blocks horizontally, in accordance with the activities carried out;
- Establishing the ratio of powers of posts;
- definition official duties and entrusting their implementation to specific individuals.
Types organizational structures:
1. Functional (classic). Such a structure involves the division of the organization into separate functional elements, each of which has a clear specific task and responsibilities. This structure is typical for medium-sized firms or organizations that produce a relatively limited range of products, operate in stable external conditions, and where standard management decisions are most often sufficient.
2. Divisional. This is the division of the organization into elements and blocks by type of goods or services, or by groups of consumers, or by regions where goods are sold.
3. Grocery. With this structure, the authority for the production and marketing of any product is transferred to one leader. This structure is most effective in the development, development of production and organization of the sale of new products.
4. Regional. This structure provides best solution problems related to taking into account the peculiarities of local legislation, as well as the traditions, customs and needs of consumers. The structure is designed mainly for the promotion of goods to remote regions of the country.
5. Structure focused on the consumer. With this structure, all departments are united around certain groups of consumers who have similar or specific needs. The purpose of such a structure is to satisfy these needs as fully as possible.
6. Design. This is a temporarily created structure to solve a specific problem, or to carry out a complex project.
7. Matrix. This is the structure that results from the superimposition design structure to functional, and implies the principle<двойного>subordination (to both the functional manager and the project manager).
8. Conglomerate. It involves the connection of various divisions and departments that work functionally, but focused on achieving the goals of other organizational structures of the conglomerate. Most often, such a structure is used in large national and international corporations.
An important role is played by the degree of centralization of the organizational structure. In a centralized organization, all management functions are concentrated in the top management. The advantage of this structure is high degree control and coordination of the organization's activities. In a decentralized organization, some of the management functions are transferred to its branches, departments, etc. This structure is used when the external environment is characterized by strong competition, dynamic markets and rapidly changing technology.
Staff motivation
For more effective work personnel in the organization must be motivated.
Motivation is the process of inducing other people to act in order to achieve the goals of the organization.
Modern theories Motivations are divided into two categories: substantive and procedural.
Content theories of motivation are based on the definition of need. A need is a person's feeling of lack, the absence of something. To motivate an employee to action, managers use rewards: external (monetary, career advancement), and internal (sense of success). Process theories of motivation are based on elements of psychology in human behavior.
The control
Control is the process of ensuring that the firm achieves its goals. Control can be divided into: preliminary control, current control, final control.
In general, control consists of setting standards, measuring the results achieved, making adjustments if results are achieved that differ from the established standards.
Preliminary control is carried out before the start of the work of the organization. It is used in three industries: in the field of human resources (recruitment); material resources(selection of suppliers of raw materials); financial resources (formation of the firm's budget).
Current control is carried out directly in the course of work and the daily activities of the organization, and involves a regular check of subordinate personnel, as well as a discussion of emerging problems. At the same time, feedback between departments and the upper management echelon of the company is necessary to ensure its successful operation.
Final control is carried out after the work is done. It provides information to the head of the company for better planning and implementation of similar tasks in the future.
Control-oriented employee behavior produces more effective results. However, there must be mechanisms for rewarding and punishing. At the same time, excessive control, which can annoy employees and staff, must be avoided. Effective control must be strategic, reflect the firm's overall priorities, and support the organization's operations. The ultimate goal of control is not only the ability to identify the problem, but also to successfully solve the tasks assigned to the organization. Control must be timely and flexible. Simplicity and efficiency of control, and its cost-effectiveness are very relevant. The presence of an information management system in an organization helps to increase the efficiency of control and planning of the company's activities. The information management system should contain information about the past, present and future of the organization. This information allows the company's management to make optimal decisions.
Classification of the goals of the organization
The goals in the organization set and determine all its other parameters, an example of which is the enlarged classification of various types and groups of goals of the organization, divided according to 11 classification criteria (Table 2.2).
The goals of an organization are often defined as the directions in which its activities should be carried out. An example of structuring individual groups of organization goals, calculated for a different time period, is presented in Table. 2.3.
The key goals of the organization are formed by the managers of key resources (professional managers) in accordance with their value system. Top management is one of the key resources, so the value system of top management influences the structure of goals, while achieving the integration of the values of company employees and shareholders.
Such increased attention to this issue is explained by the possibility of managing an organization through the achievement and evaluation of results in accordance with the goals that it adequately and fully implements.
Table 2.2. Generalized classification of goals
| Signs of target classification | Groups and types of targets |
| 1. Content | Economic; technical; social; scientific; organizational; environmental; political and others. |
| II. Establishment period | Strategic; tactical; operational |
| III. Priority | High priority; priority; others |
| IV. measurability | quantitative; quality |
| V. Nature of interests (environment) | external; domestic |
| VI. Repeatability | constantly recurring; one-time |
| VII. A period of time | Short-term; medium-term; long-term |
| VIII. By functional orientation | Financial; innovative; marketing; production; administrative |
| IX. According to the stage of the product life cycle | At the stage of design and creation; at the stage of growth; at the stage of maturity; at the end of the life cycle |
| X. Hierarchy | Goals of the entire organization; goals of individual departments (projects); employee's personal goals |
| XI. Scale | General brand; intracompany; group; individual |
Table 2.3. The structure of individual groups of goals of the organization, calculated for a different time period
| Types of goals | Short term | medium-term | Long term |
| Financial | Profit for each month; the level of fixed and variable costs; the amount of dividends; liquidity | Growth in profit compared to the previous period; level of profitability; liquidity; the amount of dividends; capital size and structure | The amount of profit per year; capital and its structure; level of profitability; liquidity; dividend amount |
| Organizational | Implementation of job descriptions by employees; employee motivation; staff development; filling in the structure (recruiting employees) | macrostructure; functional diagram; composition of employees; requirement profiles; motivation; training | Macrostructure and its changes |
| Marketing | Sales volume by months (with breakdown by product groups, customer groups); the number of attracted clients for the period for each category; goals to attract specific (by name) customers; expanding sales to existing customers; sales plans and performance indicators for employees | Growth in sales compared to the previous period (with a breakdown by product groups, customer groups); market share; sales plans and performance indicators for employees/departments; range; customer structure | Sales volume per year (with breakdown by product groups, customer groups); market share; range; customer structure |
In the scientific literature, the following generalized systems of organization goals are distinguished:
Survival in a competitive environment;
Avoiding bankruptcy and major financial failures;
Leadership in the fight against competitors;
Price maximization;
Creating an image;
Growth of economic potential;
Growth in production and sales volumes;
Profit maximization;
Cost minimization;
Profitability, etc.
The most common thesis is that the organization should operate in such a way as to provide maximum income, which is associated with cost-effective operation, profit growth and cost reduction. The premise of this approach is that any firm exists in order to maximize profits ( we are talking about profit from the position of not one-time, but long-term receipt), but since in practice it is impossible to achieve such a maximum, the concept of “normal” profit is used, that is, profit that suits business owners. Profitability various kinds production can vary significantly, which does not, however, cause the desire of all businessmen to simultaneously change their business to a more profitable one.
Another direction of theoretical thought is the position that the basis of the activities of any organization and management is the desire to increase the volume of production and sales. This is justified by the fact that the size of the firm, to a greater extent than profitability, determines the status and position of managers ( wages, role in society) and leadership of the organization.
Within the framework of this theory, other formal criteria are also used, according to which the fundamental goal of the organization is determined, in particular, the “earnings per share” indicator is widely used to assess the activities of the company as a whole; to assess the effectiveness of investments, the indicator "return on invested capital" can be used.
A variation of this theory is the "Stakeholder Theory" with the following starting position: the purpose of the functioning of any firm is to harmonize the conflicting goals of legal and individuals who are directly or indirectly related to this company - shareholders, hired management personnel, employees, counterparties, government agencies. Therefore, for example, an organization should not only strive to maximize profits, but also take care of the social status of its employees, the protection environment and etc.
the main task managers - to ensure a balance between the multidirectional goals and interests of owners (shareholders), employees, creditors, between the strategic and current, external and internal goals of the organization.
(SITELINK-S90)Classification and Sorting(/SITELINK)
SMART setting technique -goals - perhaps the most famous in goal setting. Let's see what it is, what are the ways to use it, as well as in what cases and for what people it is suitable.
But first, a little history. Translated from English, "smart" means "smart" with a hint of "cunning", "savvy". In our case, this word is an abbreviation introduced by Peter Drucker in 1954. SMART contains 5 criteria for setting goals:
- Specific - specific;
- Measurable - measurable;
- Achievable - achievable;
- Realistic - realistic;
- Timed - defined by time.
In the future, various authors compiled other methods related to goals. As a result, the requirements for goals were adjusted to the SMART acronym. And there were other decodings of these five letters (other decodings of SMART). We will not touch them now.
How to use SMART goal setting technology?
Any goal must be checked against the five described criteria:
1. Specific. The goal should be clear and specific. If the goal contains the words “more”, “earlier”, etc., be sure to indicate by how much (rubles, minutes, percent, etc.).
2. measurable. The result of achieving the goal should be measurable. “Becoming happy” is a result that is difficult to measure (and not concrete either). But “to get married” is quite measurable; one glance at the passport is enough.
3. achievable. You must be able to achieve this goal, at least in potential. Must have the resources (external and internal) to achieve it, or be able to acquire these resources.
4. realistic. It is necessary to realistically assess your resources to achieve the goal. This does not mean that the goal should not be ambitious, quite the contrary. If the goal is not realistic, break it down into multiple realistic goals. It should also be consistent with other goals, not contradict them. If we set a goal to get up earlier, we will have to go to bed earlier in order to get enough sleep, or look for other ways to ensure our full recovery.
5. Time-defined. There should be clear deadlines for reaching the goal. Without deadlines, there is no specific goal.
An example of compiling a SMART goal
Let's transform the goal "Earn more" in accordance with the criteria, which in this form corresponds to only one or two so far.
1. In order for the goal to become specific, let's decide that we want to earn, say, 20,000 rubles a month more. Better yet, add the postscript “more than”.
2. Is it already possible to measure? Certainly!
3. Attainable? Most likely yes, if you are reading these lines.
4. How realistic? Is it possible to increase working hours? Is it possible to increase the cost of working time? Is it possible to organize and increase passive income? Maybe there are other ways? If the answer is yes, then move on. Will the chosen method harm something else? For example, family life? Or the need for rest? How to make sure it doesn't hurt? Is there a way? Fine!
5. By what date is it planned to achieve the goal? Let's say 3 months later. What do we end up with?
“By 04/28/2011 I increase my income by more than 20,000 rubles per month while maintaining the current working hours.”
Ways to use SMART technology
- If you want to achieve something, you must form an intention. The best place to start is in writing. To do this, apply a SMART check to the intent. So you immediately detect part underwater rocks that may interfere with the execution of the intention.
- Refining a goal according to SMART criteria is a way of focusing on the appropriate intention. Thus, you are already tuned in to the desired wave. As a result, you can not only come up with ways to achieve the goal, but also “pull” the necessary events and even achieve the goal without “doing” anything for this.
- Specification and ways to measure the achievement of the result will help you better understand what you really want. This will allow to some extent to separate your goals from the imposed ones.
- The practicality of checking for realism lies, among other things, in understanding the connection between the current goal and your other goals, the goals of people close to you, etc.
- SMART techniques can be used to check the advice, recommendations, suggestions, etc. received from other people. (for example, at meetings).
- When working with a large number of goals, the SMART technique allows you to weed out the “bad” goals and leave the “good” ones.
When the technique works and when it doesn't
- Target dates must be up-to-date. Long term planning according to SMART does not make sense in a rapidly changing situation, when goals become irrelevant ahead of time. The option is also suitable here when a person has “seven Fridays in a week”.
- There are situations when it is not a specific result that is important, but movement in a certain direction. In this case, the SMART methodology will have to be applied with some reservations.
- The technique involves the performance of actions to achieve the goal. If the absence of any actions is obviously planned, the effectiveness of the technique is low.
- Some people are more suited to spontaneous planning.
3. Goal setting system. Goal Tree
For the correct formulation of the objectives of the study and the further formation of criteria, it is advisable to build and analyze the tree of objectives.
Its construction can be carried out different ways:
- to generate goals for the object and each of its elements, using information about the occurrence of the problem, data of a meaningful description, a hierarchical model of the object (system tree); put goals on paper; check the goals for unambiguous understanding (terminology must be agreed with the customer, the goals must be understood by everyone unambiguously);
- set goals in accordance with the elements of the hierarchical model of the object (spreading the goals by hierarchy levels and system elements); in this case, the top level in the goal tree is the level of the system as a whole. The number of levels is determined by the specifics of the task and the amount of information available;
- select groups of mutually dependent goals for each level of the hierarchy sequentially from bottom to top, i.e. draw horizontal links between goals; use directed arrows to establish the dependence of goals within the group;
- establish dependencies between the goals of different levels of the hierarchy with directed arrows (draw vertical lines), while for the goals of two adjacent levels, the goals of the lower level should be the goals-causes, and the goals of the upper level - the goals-consequences. Thus, a tree of system goals will be built, consisting of several interconnected bushes;
- analyze the resulting tree of goals for its possible simplification (reducing the number of goals).
Classification of management objectives:
By levels of management (nationwide, sectoral, intersectoral, territorial and local).
All goals are subordinate to each other hierarchy of goals); general, strategic goals are specified in a variety of subgoals (branching of goals), some goals are more important, paramount or priority compared to others (goal ranking). Sometimes the goal hierarchy is called the "goal tree". However, the priority of goals is “movable”, as it depends on the influence of environmental factors. Therefore, in practice, in rational management, they often deal with the priority of the goal in real time, i.e., the formulated priority goal should be adequate to the actions of factors and environmental conditions.
Classification of functions of controls:
1) the main (subjective) functions for the implementation of which the relevant executive authority, state administration has been established;
2) providing - functions that are necessary for successful implementation subject functions. For the implementation of supporting functions, special organizational structures are created, usually they are structural subdivisions of a management body formed to implement substantive functions.
The supporting functions include: legal, informational, intraorganizational, personnel, financial, logistical, social, etc., creating favorable conditions for the implementation of the subject functions of the relevant management body.
In terms of content, management is reduced to a set of cyclically repeating stages for the implementation of management functions (the so-called management cycle). It can be detailed to varying degrees depending on the objectives of the study, and in terms of content, the management cycle is those management relations that are regulated by the norms of administrative law.
Management cycle- a repeating set of successively implemented management operations or stages, to the extent and during the implementation of which the subject of management achieves desired results(intermediate or final).
There is no consensus in the literature about the number of stages of the management cycle.
Control cycle: 1) identification and comprehension actual problem management; 2) formulation of goals and setting objectives; 3) preparation and adoption of management decisions and their legal consolidation;
4) organization of execution of management decisions;
5) correction management decision and regulation of the control system.
The purpose of administrative and legal regulation- creation of stability of managerial relations in an already organized and orderly system in order to increase the likelihood of the realization of knowledge, experience, rights, freedoms and legitimate interests of all subjects of administrative law.
Lecture 4: Goals and functions of management
Lecture plan:
1. Mission of the organization
2. Goals of the organization and their classification;
3. Goal management;
4. Control functions.
Mission of the organization
No organization can successfully survive in a competitive environment if it does not have clearly defined guidelines, directions that set what it aspires to, what it wants to achieve through its activities.
Verbatim mission means "responsible task, role."
Mission Role organization lies in the fact that it, as it were, establishes a link, orients in a single direction the interests and expectations of those people who perceive the organization from the inside, and those who perceive the organization from the outside.
mission broadly is the philosophy and purpose, the meaning of the existence of the organization.
In the narrow sense of the mission is a stated statement as to why or for what reason the organization exists, i.e. The mission is understood as a statement that reveals the meaning of the existence of the organization, in which the difference between this organization and similar ones is manifested. Further, we will talk about the mission in the narrow sense.
Mission Statement Goals.
Why is the mission formulated, what does it directly give to the activities of the organization.
First, the mission gives the subjects of the external environment general idea about what the organization is.
Secondly, the mission contributes to unity within the organization and the creation of a corporate spirit. Thirdly, the mission creates an opportunity for more effective management of the organization by virtue of the fact that it:
It is the basis for setting the goals of the organization, ensures the consistency of the set of goals, and also helps to develop the strategy of the organization, setting the direction and acceptable boundaries for the functioning of the organization;
Gives a general approach to the allocation of resources of the organization and creates a basis for evaluation and use;
Expands for the employee the meaning and content of his activity and thereby allows the use of a wider range of motivation techniques. The mission should not carry specific instructions on what, how and in what time frame the organization should do. It sets the main directions of the movement of the organization and the attitude of the organization to the processes and phenomena occurring inside and outside it.
The mission should be developed taking into account the following five factors:
company history, during which the company's philosophy was developed, its profile and style of activity, its place in the market, etc. were formed;
existing style of behavior and the manner in which owners and management personnel operate;
environment state the habitat of the organization;
resources which it can put into action to achieve its goals;
distinctive features that the organization has.
Approaches to the content of the mission:
- focus on interests, expectations and values of prospective consumers ( example- the formulation of the mission of the Ford company - providing people with cheap transport);
- emphasis on quality- a concept that is revealed from different angles, giving ideas about the company, its products, the style of leadership and management, the nature of work.
In the transcript accompanying the mission should be reflected:
targets organizations that reflect what tasks the organization's activities are aimed at, and what the organization strives for in its activities in the long term;
field of activity organization, reflecting what product the organization offers to customers, and in which market the organization sells its product;
organization philosophy, which is manifested in the values and beliefs that are accepted in the organization;
opportunities and ways of carrying out activities organizations that reflect what is the strength of the organization, what is its ability to survive in the long term, how and with what technology the organization does its job, what know-how and advanced technology are available for this.
Along with the above characteristics of the organization in the formation of the mission, it is important to reflect in the content and form of the presentation of the mission of the image that the organization has.
The goals of the organization and their classification
Goals- this is a specific state of individual characteristics of the organization, the achievement of which is desirable for it and the achievement of which its activities are aimed at.
The importance of goals for an organization cannot be overestimated. The goals are the starting point for planning activities, the goals underlie the construction of organizational relations, the motivation system used in the organization is based on the goals, and finally, the goals are the starting point in the process of monitoring and evaluating the results of the work of individual employees, departments and the organization as a whole.
Depending on the period of time required to achieve them, the goals are divided into long-term ( which are expected to be achieved by the end of the production cycle ) and short-term ( characterized by much greater than for long-term, concretization and detail (who, what and when should perform) ) .Sometimes, if the need arises, intermediate goals are also set between long-term and short-term goals, which are called medium-term.
Goal Features:
- The goals set by management are used by firms to set standards for assessing the effectiveness of the organization, provide a general guideline for activities;
– The goal can be either the acquisition or the preservation of certain factors;
– Goals are always based on future development hypotheses, so their validity depends on the accuracy of these hypotheses;
– The more distant period is considered, the higher the uncertainty of the future, the more general form the goals should be set.
There are four areas (directions) in which organizations set their goals:
1. In the area of income:
profitability, reflected in indicators such as the amount of profit, profitability, earnings per share, etc.;
market position, described by such indicators as market share, sales volume, market share relative to a competitor, share individual products in total sales, etc.;
performance, expressed in costs per unit of production, material consumption, in the return per unit of production capacity, the volume of products produced per unit of time, achieving the highest labor productivity, increasing efficiency;
financial resources, described by indicators characterizing the structure of capital, the movement of money in the organization, the amount of working capital, the preservation and maintenance at the required level of all types of financial resources, their rational use;
organization capacity expressed in targets concerning the size of the capacities used, the number of pieces of equipment, etc.;
product development, production and updating of technology, described in terms of such indicators as the amount of costs for the implementation of research projects, the timing of the introduction of new equipment, the timing and volume of production of the product, the timing of bringing a new product to the market, the quality of the product, reaching the first place in the sale of a certain product , creating a certain image of the product;
2. In the field of work with clients:
work with buyers, expressed in indicators such as the speed of customer service, the number of complaints from customers, etc.
3. In the field of work with employees:
changes in organization and management, reflected in the indicators that set tasks for the timing of organizational changes, the definition of critical areas of managerial impact;
human resources , described using indicators that reflect the number of work absences, staff turnover, employee training, providing the conditions necessary for the development of the creative potential of employees, increasing the level of interest and satisfaction of workers;
4. In the sphere social responsibility :
helping society, which is described by such indicators as the volume of charity, the timing of charity events, etc.
5. In the field of innovation:
Priority is conquest of advanced positions for the production of new types of products;
In any large organization with several different structural divisions and multiple levels of management, folded hierarchy of goals which is a decomposition of higher-level goals into lower-level goals. The specifics of the hierarchical construction of goals in the organization is due to the fact that:
Goals over high level are always broader in nature and have a longer time interval of achievement;
Goals over low level act as a means to achieve higher-level goals.
Goal requirements:
goals should be achievable. Of course, in the goals there must be a certain challenge for employees.
goals should be flexible. Goals should be set in such a way that they leave room for adjustment in accordance with the changes that may occur in the environment.
goals should be measurable, i.e. goals should be formulated in such a way that they can be quantified, or it would be possible to assess in some other objective way whether the goal has been achieved.
goals should be specific having the necessary characteristics in order to be able to unambiguously determine in which direction the organization should move.
goals should be compatible. Compatibility implies that long-term goals are consistent with the mission, and short-term goals are long-term. But hierarchical compatibility is not the only way to establish compatibility of goals.
goals should be acceptable for the main actors of influence that determine the activities of the organization, and first of all for those who will have to achieve them. (Vikhansky O.S. Strategic management)
1) By levels:
– lowest level(objective expediency)
- the highest level (orientation of technical and organizational structures to achieve higher social goals)
2) By sources
- given from outside
- formed within the organization
3) By complexity
– simple
- complex (broken down into subgoals)
4) In order of importance
– strategic
– tactical
– operational
5) By the time factor (planning horizon)
– long-term (over 5 years)
– medium-term (1-5 years)
– short-term (up to a year)
- personal (related to the daily life of people)
- institutional (goals of production and economic activity):
A) technological (introduction of new technologies, including information; automation of production and management)
B) production (output of certain products the right quality, in the right amount, on time, using certain resources, at certain costs)
C) administrative (in terms of manageability, communications)
D) marketing (related to sales and promotion)
E) scientific and technical (improvement and development of products, technologies, quality)
E) social (by personnel)
7) By priority:
– necessary
– desirable
– possible
8) By direction:
- on the final result (for example, the release of a certain volume of products)
– for the implementation of activities (for example, improving technology)
- to achieve a certain state (for example, acquiring a new profession)
9) By the form of expression:
- described quantitatively
- described qualitatively
10) According to the features of interaction:
- indifferent to each other (indifferent)
– competing
- complementary (complementary)
mutually exclusive (antagonistic)
- matching (identical)
11) According to the degree of obligation:
- goal-tasks
- target goals
12) By scale
– global
– partial
13) According to the degree of reality:
– valid
- imaginary
14) By level:
– mission (philosophy; has a public character)
- general (1-3; intra-organizational; making a profit; does not coincide with the mission)
- strategic (long-term 4-6; in the most important areas of activity)
A) integral (solution of common problems)
B) functional (by functional subsystems)
– specific (medium- and short-term; for subdivisions)
A) operating (for an individual employee)
B) operational (for the unit)
The number and variety of goals and objectives are so great that an organization cannot do without a systematic approach to determining their composition, size, specialization, etc. As a convenient and proven tool for effective and comprehensive goal setting, a tree-graph is used, the so-called. goal tree, which is a decomposition main goal on subgoals.
The number of decomposition levels depends on the scope and complexity of the goals, the hierarchy adopted in management, etc.
Goal-setting can be carried out decentralized (first, goals are developed and approved at the lower level, then the goals of the upper levels are determined on their basis) or centrally (the goals of the lower levels are determined based on the goals set from above).
