The main goals of the organization are categorized. The goals of the organization and requirements for them
Like any conscious human activity, management is built on the basis of a predetermined result, on the basis of programmed coordination of actions leading to the expected result. It is the goal - that which directs and organizes human activity. The goal is to anticipate the result, towards the achievement of which the human activity is directed. The goal is an ideal, mental anticipation of the result of an activity.
The importance of goals to an organization cannot be overemphasized. They are the starting point of planning, goals are the basis for building organizational relations, the motivation system used in the organization is based on goals, goals are the starting point in the process of monitoring and evaluating the results as a whole. Funds - these are the tools with which the conditions for solving managerial problems are formed (for example, the means of thinking and activity - analysis, synthesis, deduction, induction). Means for achieving the goal are subdivided into economic, socio-psychological and organizational. results activities of the organization can be material (goods and services), labor (employment), financial, informational, social, psychological. Results can be both negative and positive. Positive results are high-quality products, high profitability, a normal climate in the team. Defects and financial losses are negative results. Functions of goals in the organization:
The goal justifies the existence of an organization of people working in it.
The goal regulates the activities of the members of the organization
The purpose of the organization forces employees to commit themselves to achieving it.
The goal is the motivator of activity
Purpose reduces uncertainty in the organization
The goal is a standard for evaluating the performance of members of an organization.
Purpose is the basis for designing an organization
If the mission sets general guidelines, directions for the functioning of the organization, expressing the meaning of its existence, then goals are the specific state of individual characteristics of the organization, the achievement of which is desirable for it and the achievement of which its activities are directed.
Goal system.
Mission → strategic goals(no more than 7) → tactical (long-term, medium-term, short-term) → operational or current (goals – tasks) → operational goals (goals – tasks). Task Is a prescribed work, a series of works or a part of a work that must be performed in a predetermined manner within a predetermined time frame. From a technical point of view, the task is assigned not to the employee, but to his position. Each position includes the fulfillment of a number of tasks that are considered to be a necessary contribution to the achievement of the goals of the organization. Management tasks are divided into three categories: activities with people, with information and with resources.
Target classification:
By the period of time it takes to reach them
Long-term - goals that are expected to be achieved by the end of the production cycle. In practice, long-term goals are considered goals that can be achieved in two to three years.
Short-term - such goals are characterized by much greater than long-term, concretization and detailing in such matters as who, what and when should be done.
If the need arises, intermediate goals are also set between long-term and short-term goals, which are called medium-term goals.
Requirement for goals as a management tool:
Achievability (reality for employees in the organization.
Flexibility (the ability to adjust goals in accordance with the changes that may occur).
Measurability (must be formulated in such a way that they can be quantified or estimated in some objective way that the goal is achieved).
Specificity (the goal should clearly record what needs to be obtained as a result of the activity, in what time frame should it be achieved, who should achieve the goal).
Compatibility (long-term goals should be consistent with the mission, and short-term - long-term. The goals of the organization should not contradict each other).
Acceptability (primarily for employees of the organization who have to achieve these goals).
These goals must be consistent with each other. If employees' goals are at odds with the goals of the organization, the latter will not be achieved. And vice versa.
MANAGEMENT BY PURPOSE as a method of managing an organization
The system of management by goals appeared in response to the changing conditions of the activities of organizations in the production, technical and socio-economic spheres. Setting goals means assigning tasks to employees based on their individual abilities and the need to achieve results that are agreed with them. By setting tasks with or receiving from management, the subordinate receives the program and purpose of his work. Typically, a management program by goals is a systematic process and has the following sequence: 1) The manager and the subordinate hold meetings to determine the main tasks of the subordinate and establish a certain amount ultimate objectives / goals. 2) Participants set objectives that are realistic, challenging, clear and understandable. 3) The manager, after discussion with subordinates, indicates the time for completing the tasks. 4) The dates of meetings and discussion of the results achieved in the course of work are set. 5) The manager and subordinate make necessary changes into the original objectives or goals. 6) The manager evaluates the results and meets with subordinates, they discuss the results and give each other advice. 7) The subordinate sets tasks and goals for the next cycle of his work after consultation with the boss, taking into account the experience of the previous cycle and expectations for the future.
Management by goals is a method that makes it possible to improve results management activities... A number of problems are identified, the solution of which is achieved using management by goals:
focusing the attention of employees on the main goals of the organization,
setting common goals for all,
providing programs and deadlines for all goals,
defining the process of achieving goals by discussing ways to achieve them,
providing the basis for the management of the wage system and the informed decision of the system of rewards and punishments, and determining the possibilities for identifying the individual abilities of workers and their promotion.
«-»: experience shows that management by goals focuses the attention of managers on achieving current and short-term results, often at the expense of long-term goals. The system does not bring success in a poorly organized and poorly managed enterprise, where it is a rule to “lower” goals from above, without involving managers of other levels in setting and coordinating them. It is difficult to use if the information necessary for management is absent, and if the control organization is unsatisfactory. The target-based management system gives results only where there are appropriate conditions for this.
«+»:
This is, first of all, increasing the efficiency of work due to the fact that each manager has a clear idea of his goals, of the goals of the organization as a whole. Motivation to work increases as a result of the direct participation of all managers, and even employees, in setting and agreeing on goals. Each leader has a personal stake in achieving them. Of no small importance is the possibility of moving towards the final result in small steps, since the plans set a time frame and the final result is clearly formulated. As a rule, with the implementation of this concept, the relationship between managers and subordinates is improved, the systems for monitoring and evaluating the work of each member of the organization are improved (in accordance with the results achieved).
"Goal tree" and its practical application.
In any organization, a hierarchy of goals develops, which is a decomposition of higher-level goals into lower-level goals. The peculiarity of the hierarchical construction of goals in the organization is that, firstly, the goals of a higher level are always broader in nature and have a longer time interval for achievement. Secondly, the goals of a lower level act as a kind of means for achieving goals of a higher level.
The hierarchy of goals in the organization plays a very important role, since it establishes the structure of the organization and ensures the orientation of the activities of all divisions of the organization to achieve the goals of the upper level. If the hierarchy of goals is built correctly, then each division, achieving its goals, makes the necessary contribution to the activities of the organization to achieve the goals of the organization as a whole. The number and variety of goals and objectives of management are so great that no organization can do without an integrated, systematic approach to determining their composition, regardless of its size of specialization, type, and form of ownership. As a convenient and tested in practice tool, you can use the construction of a target model in the form of a tree of goals.
The goal tree is usually built according to the following principles:
The general goal, located at the top of the graph, must contain a description of the final result;
When expanding a common goal into a hierarchical structure of goals, it is assumed that the implementation of subgoals of each subsequent level is a necessary and sufficient condition for achieving the goal of the previous level;
When formulating goals at different levels, it is necessary to describe the desired results, but not how to obtain them;
The subgoals of each level should be independent from each other and not inferred from each other;
The foundation of the goal tree should be tasks, which are the formulation of work that can be completed in a specific way and within a predetermined time frame.
The number of levels of decomposition depends on the scale and complexity of the goals, from adopted organization structure, from the hierarchy of building its management.
Topic 6: The nature and composition of management functions.
The concept of management functions. Classification of functions. Content of planning and forecasting functions. Forecasting and its role in the activities of the organization. Forecasting types. Experience of social forecasting of social development. Problems of the effectiveness of social forecasts. Fundamentals of the implementation of the regulation function. The function of the organization as a rationale and selection of elements of the controlled and control subsystems. Establishing connections between elements of the organization. Organizational forms and management structure. Functional division of managerial labor. Control as a management function. The versatility of the management functions.
The need to separate management functions, to separate management functions from non-management functions is associated with the advantages of specialization of activities. For the first time, the school of scientific management advocated the separation of management functions from the actual performance of work. Process approach
proposed by the School of Administrative Management, considered management functions as interrelated. Until then, functions were considered independent of each other. A. Fayol identified five management functions: "to manage, means to predict and plan, organize, dispose of, coordinate and control." The allocation of functions is the result of the vertical and horizontal division of labor in the organization.
The management function is a special type of management activity, characterized by a separate set of tasks and carried out by special techniques and methods.
Among main characteristics management functions are the following:
1) the homogeneity of the content of the work performed within the framework of one management function; 2) the target orientation of these works; 3) a separate set of tasks to be performed. A management function should have a clearly expressed content (a set of actions within a function), an implementation process (a logical sequence of actions carried out within a function) and a structure within which its organizational separation is completed.
The allocation of management functions has a large meaning. At first, organization management functions, their distribution among performers determine the structure and staffing, consolidate the vertical division of labor. Any impact on the controlled system can be realized only through the control functions. Thus, a close relationship and interdependence of the structure and functions of management is revealed. Secondly, the allocation of management functions helps to improve the management process, generalization and transfer of management experience. Thirdly, the study of management functions provides an understanding of the essence of management activities.
Analysis of management functions makes it possible to systematize knowledge about the dynamics, rates and directions of development, causal relationships and interrelationships of functions, reserves for improving their organization. The results of the analysis are the basis for improving the existing management system.
In defining functions, an approach aimed at identifying general and specific or special functions. The former are considered as functions that must be performed in any organizational system, the latter as functions that reflect the specifics of a particular organizational system.
General control functions .
The composition of the general control functions does not depend on the control object; these functions are performed in relation to all control objects. Nevertheless, it is possible to streamline the existing differences in their classifications: 1) coordination is singled out or not as an independent management function; 2) connecting processes (decision-making and communications) are singled out or not, or they act as processes for the implementation of management functions; 3) is singled out or there is no leadership (leadership) as an independent activity; 4) call different number categories into which the management functions are "collected".
A number of authors identify five functions: planning, organizing (or organizing), coordination, control and motivation. The arrows in the diagram show that movement from the planning stage to control is possible only by performing work related to organizing the process and motivating workers. At the center of the diagram is the coordination function, which ensures that all other functions are aligned and interoperable. However, according to other authors, each function is a coordination activity that is almost impossible to isolate in a limited number of departments.
The following features of general control functions :
1. General control functions are always applied in a complex and across the entire spectrum of management action. In this regard, one cannot speak of the greater or lesser importance of certain management functions, since in different situations its various functions may acquire a dominant character;
2. General control functions independent of its object, because: firstly, they are applicable to any socio-economic processes or systems. So, it is quite legitimate to talk about the control of the experiment, regulation of traffic, accounting for money circulation, etc .; secondly, the management functions are applicable to the management functions themselves as specialized types of activity. There is, for example, the concept of the organization of control production activities accounting planning commodity stocks and so on. In this case, the first concept characterizes goal-setting, system formation, the second - the meaningful nature of the activity. The organization of control presupposes, first of all, that control must have certain organizational forms, be characterized by specific structural forms;
3) between control functions no hard, unambiguous boundaries... One and the same type of management activity can reveal signs of two or even several management functions, their close intertwining. At the same time, in many practical cases, the understanding of management functions as some "technological redistribution" of management activities is extremely important, since the possession of each of the functions requires the formation of certain professional qualities of the leader. So, professional possession of the control function requires somewhat different qualities from a manager than organizational activity .;
4) in the structure of activities of managers of different levels, management functions have a different share.
Taking into account the listed features, it can be singled out as the most reasonable classification given by M. Mescon. This book adopts an approach based on the grouping of essential activities into a small number of categories that are now generally accepted as applicable to all organizations. The authors believe that the management process consists of functions: planning, organization, motivation, control.
The four management functions - planning, organizing, motivating and controlling - have two common characteristics: they all require decision making and communication is necessary for all. Because of this, and also due to the fact that these two characteristics connect all four management functions, ensuring their interdependence, the processes communication and acceptance management decisions are called linking processes .
Planning is a continuous process of establishing and concretizing the development goals of the entire organization and its structural units, determining the means of achieving them, timing and sequence of implementation, allocation of resources. Organization as a management function, it aims to translate the plans into reality. Organizational function = distribution of work among staff, grouping of tasks, logical blocks and creation of divisions (departments, sectors), coordination of the work of divisions. Motivation is the process of encouraging oneself and others to take action to achieve personal goals and / or organizational goals. Control= Revealing the degree of compliance of the current indicators with the planned ones. It consists of setting standards, measuring the results obtained and taking the necessary corrective actions.
Specific control functions
Specific management functions are related to the specifics of the management object. The allocation of specific management functions is necessary for the organization of management, the formation of staff and organizational structure.
Resources, processes and results can act as objects of management.
This classification represents an organization as a collection of inputs, outputs, and processes of transforming inputs into outputs. You can also consider the imposition of general management functions on the functional areas of management: strategic management, marketing, innovation management, personnel Management, financial management, production management, which emerged in the process of division of labor in management as independent areas of work. This will also give an idea of the set of specific management functions. In relation to the first classification of specific management functions, one can distinguish resource management functions, process management functions and results management functions.
Resource management functions. Organizations in the course of their activities use material, labor, financial, informational, technological and other resources. Accordingly, specific functions are singled out: inventory management; financial management; personnel management, etc.
Process control functions. V any organization goes through many processes, ranging from the most general management process, and to more specific: the processes of implementation of general management functions, communication processes, decision-making, production process. The most important parts of the production process are the supply, production and marketing of products. In accordance with this, specific management functions are distinguished: management of material and technical supply; main production management; management of auxiliary production; service production management; improvement of management; sales management; marketing management, etc.
Results management functions.
The results (outputs / systems) include: profit, profitability, production and sales volumes, costs, product quality, etc. Accordingly, specific functions are distinguished: quality management; performance management; cost management, etc.
Formation of a functional management structure
To realize the mission of the organization, the chosen strategy and achieve the goals, the organizational structure is designed. Organizations create various structures to carry out their core functions.
Organizational structure - it is a set of management units, between which a system of relationships has been established, designed to ensure the implementation of various types of work, functions and processes to achieve certain goals.
For effective management of an organization, it is necessary that its structure be consistent with the goals and objectives of the enterprise and be adapted to them. The organizational structure creates a kind of framework, which is the basis for the formation of individual administrative functions... Organizational structure can be compared to the skeleton of a living organism - to the basis of the structure that links together the functioning of the individual parts of the body. The framework identifies and establishes employee relationships within an organization. The structure of the organization also determines the structure of sub-goals, which serves as a selection criterion when preparing decisions in different parts of the organization. It establishes the responsibility of organizational units for a thorough study of individual elements of the external environment and for the transfer to the appropriate points of information about events requiring special attention.
Functional organizational structures ... Functional organizational structures are based on functional departmentalization. The organization has departments of finance, marketing, personnel. These structures stimulate business and professional specialization, reduce duplication of effort and consumption of resources in functional areas with better coordination in them. The functional structure is not suitable for organizations with a wide variety of products, as well as when the organization operates in global markets, since there is a real possibility that the interests of any department will diverge from the interests of the organization itself.
The lack of functional structures is the violation of the principle of one-man management. The contractor can receive instructions through several channels from different managers. In pure form functional structure practically not used.
functional the structure provides for the division of the management task "by function". Headquarters can be created in central and other government bodies, forming a headquarters hierarchy. This governance structure is characterized by:
High centralization of strategic decisions and decentralization of operational,
The organization of directive links on a one-line basis,
The predominant use of coordination tools with technical support... In theory, the headquarters should provide consultations and participate in the preparation of decisions, but not give specific directives. However, due to its professional competence their employees often exert strong informal influence on line managers. If they perform only a recommendatory function, then there is a risk that their work has little effect on the course of production processes.
The structure has the following Benefits :
Provides high professional specialization of employees,
Allows you to accurately determine the places of decision-making and the necessary resources (human resources),
Promotes standardization, formalization and programming of management processes. Disadvantages:
The formation of specific goals for functional units makes horizontal coordination difficult,
The structure is rigid and difficult to react to changes.
INTRODUCTION
Any undertaking must have some purpose.
For an organization, the process of choosing a mission and setting goals is a very important factor on the path to success. The purposeful beginning in the activities of the organization arises not only because it needs to have guidelines so as not to perish in a changing environment. First of all, the goal-oriented principle in the activities of an organization arises because an organization is an association of people pursuing certain goals.
People create organizations in order to solve their problems with their help. This means that from the very beginning, organizations have a certain target orientation. People enter organizations in order to get a certain result for themselves. And it also gives the organization a certain target orientation. Finally, people from the external environment (customers, the public, business partners, etc.), as well as those who are the owners of the organization or work in the organization, pursuing their own goals when interacting with the organization, give its existence a certain direction and thereby developing the target principle in the activities of the organization.
To concretize the goals of the organization use different methods... One of which is the "goal tree".
The purpose of the work is to study the essence and significance of the "goal tree" in management.
tree goal management organizational
CONCEPT OF PURPOSES OF THE ORGANIZATION AND THEIR TYPES
The development of the economic policy of the company involves the determination of the goals of the company and its development strategy for the short and long term, based on an assessment of the potential of the company and its provision with appropriate resources.
The choice and the real definition of the goal, which is an image of the future result of the activity, is carried out in the process of goal-setting.
Goal-setting acts as a real integrator of various actions into a specific system of goals, means and results. As a process of developing a goal, goal-setting is such a dynamic formation, which presupposes the active functioning of all factors that determine human behavior: needs, interests, incentives, motives, etc.
The central point of goal-setting is the definition of a goal through a means (implementation mechanism).
The goals of the company determine the concept of its development and the main directions of business activity.
Only having received a definition through a specific means in the process of goal-setting, the goal takes on a complete form and becomes an effective factor human activity... In the case when the goal is not given from the outside and the subject sets goals for himself, the connection between the above factors and the goal is extremely complex and requires responsibility, creative attitude and initiative.
The importance of defining goals stems from the fact that they:
- - are the foundation of the management process as a whole - planning, organization, motivation, control;
- - identify ways to improve the efficiency of the organization;
- - are at the heart of any business decision;
- - serve as a guide in the formation of specific planning targets.
Since the goals are realized in plans, it is possible to formulate long-term, medium-term and short term goals... In the long term, each company identifies certain areas in relation to which the management team formulates goals. Despite the wide variety of problems, goals are most often formulated in the following areas:
- - market position and customer orientation are described by such indicators as market share, sales volume, share of individual products in total sales, market share in relation to competitors, speed of customer service, etc.
- - financial performance organizations are reflected by indicators such as product cost, profit, profitability, liquidity, financial stability, capital structure, etc.;
- - production is expressed in indicators such as productivity, equipment utilization rate, employee qualifications, etc .;
- - scientific and technological progress is characterized by the amount of funds invested in development, automation of production processes, diversification of products or services, implementation information technologies and etc.;
- - the need and well-being of employees is characterized by the size of their average salary, income of shareholders, the amount of funds invested for the social needs of employees, etc .;
- - social role organizations can be implemented by participation in municipal social programs, charity, support for progressive social and political actions, etc.
In an organization that has several departments and levels of management, a hierarchy of goals develops, which is a decomposition of higher-level goals into lower-level goals. The hierarchy of goals plays a very important role, as it establishes the structure of the organization and ensures the orientation of the activities of all departments to achieve the goals of the organization as a whole.
The goals facing the organization can be classified as follows.
- 1. According to sources:
- - external goals, taking into account the needs of the wider social community within which the organization operates;
- - internal goals- the goals of the team itself, focused on meeting its needs. They are formed either as a resultant or as a coinciding part of the individual goals of its participants, which greatly facilitates the management process.
- 2.In terms of complexity:
- - simple;
- - complex goals, which in turn are broken down into subgoals.
- 3. By importance:
- - strategic goals are focused on solving promising large-scale problems that qualitatively change the appearance of the organization, for example, taking a leading position in its field of activity;
- - tactical goals reflect individual stages of achieving strategic goals, for example, overhaul... They are operational (goals of the annual plan) and operational (current tasks).
- 4. By the period of validity:
- - long-term goals (over five years);
- - medium-term (from one to five years);
- - short-term (up to one year). For short-term goals, much more detailing and concretization of necessary actions is characteristic than for long-term goals, and in themselves they are sub-goals on the way to realizing long-term ones.
- 5. By content:
- - technological;
- - economic;
- - production;
- - administrative;
- - marketing;
- - scientific and technical;
- - social.
Technological goals include computerization, the introduction of flexible technologies, the construction of new industrial buildings.
An example of economic goals is strengthening financial sustainability organizations, increased profitability of work, an increase in the market value of share capital.
Production goals can consist in the release of a certain volume of goods and services, improving their quality, increasing production efficiency, and reducing costs.
Administrative goals imply, for example, the achievement of high manageability of the organization, reliable interaction between employees, their good discipline, and teamwork.
Marketing goals are associated with the conquest of certain sales markets, attracting new buyers, customers, renewing life cycle goods and services, achievement of leadership in prices, etc.
Scientific and technical goals are fixed on the creation and implementation of new product samples and improvement of existing ones, bringing them to the level of world standards.
Social goals focus on creating favorable working and rest conditions for employees (increasing their educational and qualification level, eliminating hard and manual labor, establishing social partnership in an organization, providing people with high-quality medical care, etc.).
- 6.In terms of priority:
- - the necessary goals, the achievement of which decisively affects the position of the organization, department or individual employee;
- - aspirational goals, the implementation of which makes it possible to improve the state of affairs to a certain extent and create additional guarantees of stability;
- - possible goals, the achievement of which at the moment does not change anything.
- 7. By focus:
- - for the final result, for example, the release of a certain volume of products;
- - to carry out one or another activity, for example, professional development;
- - to achieve a certain state of the object of management - the reconstruction of the enterprise.
- 8. By the form of expression:
- - goals, characterized by quantitative indicators (for example, obtaining a certain volume of products);
- - goals described qualitatively (for example, the achievement of a favorable moral and psychological climate in the team, which cannot be measured by anything).
- 9.In terms of interaction features:
- - indifferent towards each other (indifferent);
- - competing;
- - complementary (complementary);
- - mutually exclusive (antagonistic);
- - coinciding (identical).
- 10. By level:
- - mission;
- - corporate and specific goals.
The mission creates an idea of the organization, its purpose in others; social responsibility before society and its employees; preferences, values, beliefs, principles, culture; the most attractive fields of activity. All this ensures the harmony of the organization's interaction with the internal and external environment, helps to determine the positions and interests in relation to different social groups... The mission reflects the basis for formulating specific goals - general and specific, developing a strategy, allocating resources at various organizational levels. She orients the current activities of managers. Thus, the mission formulates the direction of movement of the organization, taking into account internal and external conditions. It is formed and perfected over the years, rarely changes.
The mission statement is influenced by such factors as: historical traditions, competitive advantages and threats, the existing potential of the organization, the opinion of partners, authorities, and the views of top management. For example, in the well-known Japanese company Matsushita's mission includes the following: growth through mutual benefit for the firm and consumers; making a profit by serving the community; fair competition in the market; mutual benefit for the firm, suppliers and partners; participation in the management of all employees.
On the basis of the mission, general goals (usually 4-6) are formulated, which reflect the most important areas of the organization as a whole and can be integral and functional. The former are associated, for example, with achieving its sustainability, ensuring the required level of profitability, profits, sales, entering foreign markets, etc. The second - with certain specific aspects of the organization's work: finance, marketing, personnel work... They are tasks for the respective services.
Specific goals are developed in each division (strategic, business unit) and determine the main directions of its activities in the light of the implementation of their overall goals. Usually they cover already medium and short term periods and are necessarily expressed in quantitative terms, forming the basis of plans.
Since specific goals reflect interests in relation to independent units, they inevitably come into conflict with the general. In this regard, there is a need for their mutual coordination in the interests of achieving maximum corporate results.
The process of forming goals, depending on the characteristics of the organization, can occur both centrally and decentralized. In the first case, their uniform orientation within the organization is ensured, but then for the lower levels of management the goals are imposed, which can cause resistance of the performers. In the second case, these problems are removed, but difficulties arise associated with the coordination of goals, directing them into a single channel.
In modern conditions, the mission and corporate goals are often formed in a joint dialogue between top managers, heads of departments, and management consultants.
Based on the formed goals of the organization, a strategy for the development of the organization is selected.
Considering strategic management from a very pragmatic point of view, it can be unequivocally stated that if the goals of the organization are not defined, then, of course, the system will not work in full.
Enterprise goals- these are specific indicators with specific values that the company should achieve during the planning period.
Unfortunately, not all strategic management companies have goals. Moreover, in some companies, when they come to the development of goals, managers begin to understand what all this threatens them and, naturally, try to sabotage this process in every possible way.
After all, if the goals of the organization are clearly outlined, then it will be possible to control their implementation, and, in addition, it will be necessary to be responsible for their achievement. And when everything in the company is "vague and vague", it is easier to evade responsibility.
Benefits of formalized organizational goal setting.
1. If the goals of the organization are not formulated or incomprehensible, there is a danger of taking actions that do not correspond to the goals of the enterprise. Formalization of organizational goals encourages discussion within the company, which reduces the risk of misunderstanding or incomplete understanding.
2. If the objectives of the enterprise are clearly defined, possible conflicts between them can be more likely to be detected and eliminated in the process of agreeing the objectives.
3. Accurate definition of the criteria for evaluating the activities of the company as a whole is necessary in all cases, except perhaps the case when their formalized announcement is made for "propaganda", hiding the true goals of the organization.
Organizational Goal Criteria (SMART Criteria)
When developing and formalizing the organization's goals, it must be remembered that goals must meet five criteria.They are often called SMART. * -criteria:
* SMART is an abbreviation of the English words: Specific, Measurable, Achievable, Relevant, Timed / Timed-bound.
Specific objectives of the organization
There should be no formulations like "increasing the efficiency of the enterprise", because at the same time, it is not defined what efficiency is and what value of efficiency should be achieved.By the way, in order for the goals of the enterprise to be specific and understandable to all employees, the company should develop a glossary in which all the terms would be deciphered.
In particular, everything related to the formulation of the organization's goals should be deciphered in the Regulation on Strategic Management. Naturally, company employees should have access to this information.
Measurable objectives of the enterprise (Measurable)
If the goal of the enterprise cannot be measured, then it cannot be controlled, therefore, when approving any indicator as a goal, it is necessary to determine how this indicator will be calculated.It may seem that this criterion is redundant, since if the purpose of the organization is specific, then it is naturally measurable.
On the one hand, this is quite logical, but, on the other hand, in practice it may turn out that it is very difficult to measure this goal, or measuring a specific goal is very expensive for the company.
For example, a company's goal of market share for some organizations can be very difficult to measure, although it is quite specific and you can set targets for it, but, in fact, it may require significant financial and time resources to measure it.
Achievability (realizability) of the company's goals (Achievable)
On the one hand, the goals of the company must be intense, that is, in order to achieve them, it is necessary to work effectively, but on the other hand, the goals of the organization must be real.If the goals of the enterprise are easily attainable, then it discourages employees. If every time the goals of the organization are set too high, then the employees develop a psychological dislike for work.
It turns out that the employees of the company can try their best, but every now and then do not achieve the goal of the enterprise. Such a model of work can lead to the fact that, even if you then set a real goal, then they will not be able to achieve it, because already "accustomed" to the unattainability of the organization's goals.
In addition, it is also necessary to take into account such an important point when checking the feasibility of the criterion of the attainability of the organization's goals: more often than not, the enterprise has more than one goal, therefore an important task in setting goals is their coordination.
It may be that the goals of the enterprise will be conflicting, therefore, when setting numerical values, it is necessary to determine the ranges in which these goals can be combined.
Inconsistency means that the specific values of the selected indicators cannot be achieved at the same time. For example, a company plans to increase profits while significantly reducing total costs.
It is clear that for certain values of these goals of the organization (profit and costs), this may be unrealistic. This means that when setting the target values themselves, you need to be careful to ensure that they are simultaneously achievable.
To do this, it is better to use a computational model of strategic planning, compiled, for example, in spreadsheets.
The relevance of the organization's goals (Relevant)
When defining the target indicators of an enterprise, on the one hand, I want as many indicators as possible to be involved in the strategic planning system in order to obtain the most comprehensive coverage of all the company's activities.But, on the other hand, the more indicators, the more complex the system, in addition, it will be difficult for managers themselves to navigate and make decisions if there are too many indicators.
Therefore, when choosing the goals of the company, it is imperative to evaluate them in terms of significance, and each time to ask the question about the appropriateness of their use.
Definition in time of the goals of the enterprise (Timed / Timed-bound)
Naturally, when a company develops a strategic plan and sets goals for itself, it is imperative to decide on a planning period. Therefore, in the process of setting goals for an organization, you should always tie them to specific deadlines.If this is not done, then it will not be clear, but when to carry out a plan-fact control over the achievement of the company's goals. In addition, it is also necessary to take into account such an important point as a possible adjustment of the goals of the enterprise in the course of the implementation of the strategic plan of the company.
The revision of the purpose of the organization may be due to the fact that certain factors were not taken into account or were taken into account incorrectly. In this case, a time period can be predetermined, after which such adjustments to the goals of the enterprise can be made.
On the one hand, the strategy should be the very bright path from which one cannot leave, but on the other hand, in practice, various events can occur that significantly affect the business of the company.
Closing your eyes to them can be very dangerous. Therefore, the company must be able to promptly respond to such significant events and accordingly adjust the goals of the enterprise and company strategy.
The goals of the organization are an indispensable element of the strategic plan of the company
If the company has no goals, then it will be difficult to understand later whether the company has achieved the desired results or not. After all, if you don't know what you want, how can you understand whether you got it or not. When setting strategic management and developing a strategic plan, the organization's goals must be.Perhaps at first the company will not have a common tree of strategic goals, but goals should be at least for each development project that follows from the developed strategy.
Thus, we can safely say that if a company does not have goals, then it does not have a strategic plan, and there is no strategic management system that would ensure the development and implementation of such a strategic plan.
This would seem to be an obvious statement, but, nevertheless, I quite often had to meet with such a situation. While doing management consulting projects, I could hear something like this from the directors.
They said that before that they had involved a consulting company that helped them solve the problem of setting strategic management... But then, having looked at the developed materials, the directors asked with surprise: "And where are the goals of the organization here?"
In fact, in their strategic plans there was only a strategy, that is, the directions of movement, but the boundaries to which it was necessary to move in these directions were not determined, namely, the goals of the enterprise were not defined.
The consultants who carried out these projects were able to convince the director that this is how it should be. That is, the goals of the company, of course, are needed, but now you can do without them, and then somehow you need to remember to develop them.
Thus, it was impossible to verify the implementation of the strategy. If everything is left that way, then the employees will then say that they were moving in the right direction, but if the criteria were not defined, then the effectiveness of such a movement will be very difficult to determine.
Practical aspects of developing organizational goals
So, enterprise goals Is a set of specific indicators characterizing the efficiency of both the company as a whole (strategic indicators) and lower-level facilities (business processes, projects, centers of financial responsibility - CFD).Moreover, you should immediately pay attention to the fact that in the end all these indicators will have to enter the integrated (holistic) financial and economic model of budgeting. After all, there should be a clear relationship between the strategic management system and budgeting.
A numerical example of the goals of the organization, interrelated with the strategic budgets of the company, is considered in the book "Strategic management and effective business development", and the electronic model is included in CD-solutions "Strategic Enterprise Management"(there you can find a large number of examples of strategic plans of various companies).
From the foregoing, it follows that the development of enterprise goals is one of the most difficult stages in drawing up a strategic plan for the company.
By the way, it is necessary to pay attention to one very important feature of all this work (from conducting strategic analysis to forming a strategic plan and ensuring the necessary conditions for its implementation).
Despite the fact that there is a kind of linear sequence of actions for developing a strategic plan, in practice, it is very rarely possible to do everything in one go.
The problem is this. When you are engaged in drawing up a strategic plan (however, like any other), the following question arises - where to start: with an analysis or with the development of the organization's goals.
On the one hand, you need to start by conducting strategic analysis... But, on the other hand, when you carry out some kind of analysis, you need to have at least some guidelines in advance on the goals of the company.
Otherwise, the analysis may be delayed and it is not a fact that it will lead to any desired result. It turns out that this analysis needs to be somehow limited, to set at least some tentative framework.
Thus, it turns out that in practice, a more or less normal strategic plan can be obtained only through iterations - a consistent approach to the desired solution. That is, a linear sequence actually turns into a cyclic one.
It is possible that, in addition to strategic analysis, it will be necessary to conduct complex diagnostics company... The technology of complex diagnostics (analysis) of the company will need to be applied not only to the fact, but also to the plan.
This means that first, an analysis of the actual state is carried out: the strategy that is in force at the current time is evaluated (including its marketing component, as one of the most important), organizational and functional model, working personnel and what kind of financial and economic condition it all allows to achieve. When assessing the latter aspect, of course, it will be necessary to analyze the current budget model of the company.
Then, after the completion of the first version of the comprehensive diagnostics, a new strategy is developed, new system marketing, a new organizational and functional model, the requirements for personnel and a plan for bringing them into line with these requirements are determined, and a new budget model is built, with the help of which the financial and economic component of the new (now planned) version of the current company is assessed.
It is clear that this can be repeated several times. Although you really don't need to get carried away. Sometimes trying to get the perfect solution costs you time and your competitive position.
Another point to pay attention to is related to the definition of which goals for the company are primary and which are secondary.
Often, financial and economic ones dominate among the strategic goals of the company. Such strategic indicators may include, for example, net profit, return on sales, return on assets, profitability equity capital etc.
The question arises: what should be the sequence of planning the goals of the organization, that is, with what goals to start, to which ones to move on later, and which should be at the end of the chain.
Again, with a deep study of this issue, one can come to the conclusion that in this case, too, the linear sequence turns into a cyclic one.
That is, you will have to go through the entire chain at least twice. You can start with some estimates (more precisely, desirable minimum values) for strategic indicators, and then descend from such a global level to a lower one.
Thus, after obtaining a benchmark for strategic indicators, it will be necessary to plan operational indicators and then, in accordance with the developed budget model, calculate the exact values of strategic indicators.
If these are mainly financial and economic indicators, then they will be contained in the financial budgets, which are drawn up on the basis of operational ones.
It is clear that when planning this chain, you may also have to walk more than once.
Examples of company goals tree
There are different approaches to designing a goal tree for a particular company. The following are some examples of an organization's goals tree.Organization goals tree (example for a wholesale trading company)
Example of a goal tree for a trader doing sales electrical equipment, given on Figures 1-5... In this example, all of the organization's goals are divided into five groups (see. Rice. 1).Rice. 1. An example of an organization's goals tree architecture
Enterprise corporate goals Is a set of key indicators for the company as a whole. In other words, we can say that the corporate goals of an organization are the strategic performance of the company.
The corporate goals of the company determine the main indicators of the company's growth. In this case, these indicators of growth included three main goals (see. Rice. 2).
Rice. 2. An example of a tree of corporate goals of the organization
The company plans to actively grow through development dealer network, which should cover at least 70 regions.
At the same time, sales in existing markets should grow by 50%. Moreover, this goal is divided into two subgoals.
The share of regular customers should be over 40%, and the share of large customers over 30%.
Undoubtedly, the company adopted a certain classification of customers according to the criteria, on the basis of which it was possible to determine which customers are regular and which are large.
In addition to these goals, the company plans to double its sales of related products.
Product goals of the organization In this example, the shares of sales by the assortment items of the company are determined (see. Rice. 1).
Enterprise operational objectives determine the planned efficiency of the implementation of the main business functions of the company. In the example presented, there are three main groups of operational goals (see. Rice. 3).
Rice. 3. An example of an enterprise operational goals tree
The operating objectives for the Sales business function include four key figures.
It is planned to increase the number of new regular customers by 200%. At the same time, the deviation of prices from the market average should not be more than 20%.
In the regions, at least 30% of the total sales volume must be sold, and the number regional offices should be at least 50.
With regard to the target related to regular customers, it turns out that it does not always have a positive effect on business. At least for some businesses, the increase in the number of regular customers, on the contrary, worries managers.
For example, the director of a retailer that sells audio-video products said that loyal customers are not really a gift for them.
He explained this quite simply. It is much more likely that the sellers of outlets will substitute the "left" product regular customers than the one they see for the first time.
To do this, the company constantly shuffled the sellers, that is, they were transferred from one point of sale to another. We did it quite often, because sellers quite quickly "made acquaintances" with regular customers and began to sell them "left-handed" goods.
For the business function "Procurement" in the considered example (see. Rice. 3) three target indicators have been identified.
The share of supplies from the main supplier should not exceed 70%. Initially, the company was established as a distributor of one of the foreign suppliers. Over time, competition intensified, so it was necessary to find reserves to save costs.
At the same time, the quality of products of domestic suppliers was gradually improving, and the costs of purchasing their products (prices + transportation costs) were lower than those of foreign companies. That's why this company gradually decided to increase the share of domestic suppliers.
With regard to related products, a strategy focused on domestic suppliers was immediately chosen.
The Storage and Transport business function has two targets. The company plans to focus on the development of its own warehouse system, so the ratio of its own and leased warehouses should be 80% to 20%.
In terms of transport, the company also plans to rely primarily (60% to 40%) on its own. To a large extent, such decisions are caused by the fact that the market for outsourcing of logistics services is not yet sufficiently developed in our country.
The company was simply afraid to outsource these functions, since it could not find reliable contractors who would not create problems when working with clients.
Management objectives of the organization are divided into eight groups, each of which corresponds to the main management functions implemented in a given company (see. Rice. 4).
Rice. 4. An example of a tree of management goals of the company
The marketing system of the company should make it possible to ensure that on marketing research and for advertising, the share of expenses in turnover did not exceed 2% and 10%, respectively. At the same time, of course, sales figures must be met.
Due to better financial management, the financial cycle should not exceed 35 days. The economic management system must ensure controlling of all costs, the share of which exceeds 1% of the total costs.
It should be noted that it is not uncommon for it to be crises that force companies to pay more attention to the development of the management system and increase the efficiency of work (see the book "Crisis is an aphedron or magic pendel. Anti-crisis technology for increasing the company's efficiency").
The relationship between the goals and strategy of the company
It is necessary to pay attention to such an important point as a clear relationship between the goals of the organization and the strategy for achieving goals. And it is also very important to make sure that the company's goals and strategy are clearly recorded on paper and communicated to all top managers.In practice, when developing a strategic plan, you can slightly change the sequence of actions. Namely, first to develop the first version of the company's strategy, that is, to determine the main directions of movement, and then to formulate the goals of the organization - to determine the exact quantitative parameters of the boundaries of movement in the selected directions.
And then you need to return to strategy again and bring the company's goals and strategy into full compliance. This approach is quite justified, since as a result, it gives the desired result and at the same time it is psychologically easier to perceive.
Therefore, quite often companies use it. But it is very important to go through the goal-strategy loop at least twice, otherwise you may end up with an inconsistent strategic plan.
For example, when a company working in the food industry developed a strategic plan, they decided to go first from the strategy, and then to develop the goals of the organization and align them with the strategy.
The company developed a strategic plan for the first time, so there was no experience of such work yet. As a result, for some positions it turned out that the goals were not aligned with the strategy.
Profit was one of the most important strategic indicators of the company. But at the same time, for some positions, the strategy was aimed at achieving other indicators.
The situation was further complicated by the fact that the strategic plan was not fixed on paper, so the control over the implementation of the strategic plan became much more complicated. For example, the CEO began to figure out why the company's profit was not growing at the desired rate, but at the same time, the growth in sales in physical terms significantly outpaced the growth in profit.
The Directorate for Marketing and Sales argued that during the development of the strategic plan, there was a setting according to which the company's products should be present even in the most remote corner of the region in which the company operated.
Naturally, this led, firstly, to high transport costs, and, secondly, to a small margin, since in the villages and villages, they purchased mainly the cheapest products.
Of course, as a result of the implementation of this strategy, profit decreased, although the indicator of market coverage increased.
When developing the company's strategic plan for the next year, previous mistakes were already taken into account, and all the main points were recorded on paper, agreed with all top managers and approved by the CEO.
So, the goals of the organization are one of the essential elements the strategic plan and, in general, the company's management system. For effective enterprise management, it is important not only to learn how to develop goals, but also to provide the conditions necessary for their successful achievement.
Note: the topic of this article is discussed in more detail at the workshop "Strategic management and effective business development" conducted by the author of this article -
The goal is the final state or the desired result that the work collective seeks to achieve.
The organization always has at least one common goal to achieve which all members of the work collective strive.
Organizations that have several interrelated goals are called complex organizations. It is important that the goals set by the work collective are real and achievable.
In the planning process, the leadership of the organization develops goals and communicates them to the members of the organization. All members of the work collective take part in the development of tactical goals.
Objectives justify the firm's raison d'être.
The joint goal setting procedure is the main motive and coordinating force of the organization, because as a result, each member of the organization knows what he should strive for.
Rice. 5. Methodology for jointly defining the goals of the organization
Requirements for goals:
1. achievable - goals should not be overstated;
2. specificity - goals should be tied to deadlines;
3. targeting - goals should be tied to specific performers;
4.flexibility - should be reviewed depending on the change external environment;
5. consistency - a firm can have several goals and they should not contradict each other;
6. acceptability - from a staff point of view.
Features of the organization's goals:
™ The goals set by the management of the company are used to establish standards for assessing the effectiveness of the organization, provide a general benchmark for activities.
™ The goal can be either to acquire or to retain certain factors.
™ Goals are always based on future development hypotheses, so their validity depends on the accuracy of those hypotheses.
™ The more distant the period is considered, the higher the uncertainty of the future, the more in general form goals must be set.
Classification of the organization's objectives:
[By the establishment period:
a) strategic;
b) tactical;
c) operational.
a) economic;
b) social;
c) organizational;
d) political;
e) scientific.
[By priority:
a) high priority;
b) priority;
c) others.
[By repeatability:
a) permanent;
b) one-time.
[By hierarchy:
a) the goals of the organization;
b) the goals of the structural units.
[By life cycle stage:
a) design and creation of the facility;
c) maturity;
d) completion.
[By scope:
a) marketing;
b) production;
c) innovative;
d) financial;
e) personnel;
f) administrative.
[Wednesday:
a) internal;
b) external.
[Measurable:
a) quantitative;
b) high quality.
Organization tasks
Tasks are goals, the achievement of which is desirable by a certain time within the period for which the managerial decision is designed.
A task is a time-bound goal.
A task is a prescribed work or part of it (operations, procedures), which must be performed in a predetermined manner within a predetermined time frame.
From a technological point of view, tasks are assigned not to the employee, but to the position.
In accordance with the structure of the organization, each position is assigned a number of tasks, which are considered as a necessary contribution to the achievement of the goals of the organization.
Rice. 6. Relationship between positions, structure and goals
Features of the organization's task:
›The objective indicates the immediate goals of the organization that are quantifiable;
›A task is often defined as a prescribed job, a series of jobs that must be completed within a specified time frame;
›From a technical point of view, tasks are assigned not to the employee, but to his position. Each position includes a number of tasks that are considered to be a necessary contribution to the achievement of the organization's goals.
L working with people is the task of the master;
L work with objects is the task of the worker in the shop;
Working with information is the task of the treasurer.
Organization mission
An organization's mission is an expression of the philosophy and meaning of the organization's existence; this is the main idea of the whole organization.
Mission features:
The mission usually details the status of the enterprise, declares the principles of its work, statements and intentions of the management, defines the most important characteristics of the organization;
Mission should not depend on current state organization, forms and methods of its work. In general, it expresses aspiration to the future, showing where efforts will be directed and what values will be priority in this case;
It is not accepted in the mission to indicate profit as the main goal, although profit is a determining factor in the functioning of the enterprise. Profit as a mission significantly limits the range of the considered organizations of the ways and directions of development, can lead to ineffective work;
The mission is formulated by senior management, which carries full responsibility for its implementation by setting and realizing the goals of the organization;
The central point is the answer to the question: what is the main purpose of the organization?
Formal and informal organizations
In every work collective, along with the formal (official) structure of relationships, there are also informal (unofficial) relationships between the members of the collective.
Official relations are regulated by appropriate instruments, orders, orders, and unofficial ones are not regulated by anyone or anything. Therefore, the management process refers to the creation and functioning of a formal organization. But within any formal organization, there are also informal organizations that, to a certain extent, influence the policy of the formal organization. This is due to the fact that each member of the work collective belongs to many groups at the same time.
Thus, the formal organization is social community, consisting of a group of people whose activities are deliberately coordinated to achieve a common goal or system of goals.
Requirements for a formal organization:
4. formal registration.
Informal organizations are groups that arise spontaneously, and where people enter into relationships with each other on a fairly regular basis.
Relationships between group members are formed on the basis of personal sympathy. The members of the group are linked by a commonality of views, inclinations and interests. There is no list of team members, no indication of responsibilities, no agreed roles.
Informal organizations can be both similar and dissimilar to formal organizations at the same time. Therefore, we can distinguish the signs that characterize informal organizations:
1) social control: informal organizations exercise social control over their members. It is the establishment and strengthening of norms - group standards of acceptable and unacceptable behavior. Alienation awaits those who violate these norms. The manager in this regard should be aware that the social control exercised by the informal organization can have a positive impact on the achievement of the goals of the formal organization;
2) resistance to change: there is always a tendency in informal organizations to resist change. This is because change can threaten the continued existence of the informal organization;
3) informal leaders: informal organizations also have their own leaders. Their difference lies in the fact that the leader of a formal organization has support in the form of delegated official powers and acts in the specific functional area assigned to him.
Rice. eight. Formation mechanism of formal and informal organizations
Requirements for an informal organization:
1.the presence of at least two people who consider themselves part of this group;
2. the presence of min of one socially useful goal, which is accepted as common by all members of the group;
3. the presence of group members who deliberately work together to achieve a goal that is meaningful to all;
4. no formal registration.
Division of managerial labor
Managerial labor is a type of social labor, the main task of which is to ensure purposeful, coordinated activity as individual participants in joint labor process and labor collectives generally.
The division of labor of managers is the specialization of management personnel in the performance of certain types of activities, the delineation of powers, rights and areas of responsibility, on the basis of which the problem of increasing the productivity of labor of managers is solved.
There are such divisions of labor:
§ horizontal or functional - this is the division of all work into its constituent components, that is, the division of the general production process for a private, continuous examination of various types of labor activities with a specialization in production and performers. The functional division of labor is based on the formation of groups of management workers performing the same management functions (planning, organization, motivation, control). Accordingly, specialists appear in the management apparatus, dealing with their specific issues;
§ vertical or structural - proceeds from such characteristics of the managed object as organizational structure, scale, areas of activity, industry, territorial specifics. Due to the variety of factors affecting structural separation, it is specific to each organization;
§ vocational qualification - based on the fact that when determining the types of labor activity, they proceed from the complexity of the work and the qualifications necessary for their implementation. This division of labor should not violate the principle that no highly qualified employee should do work that a lower qualification employee can do. Violation of this principle leads to a waste of human resources. Allocate managers (decision-making, organization of their implementation), specialists (design and development of solutions), employees ( Information Support process).
Horizontal division of labor - work is distributed among the participants in the labor process on a professional basis. The efficiency of work and the personal labor contribution of the performers will depend on how fully and deeply the qualifications are taken into account. Each level of management provides for a certain amount of work on management functions. A deeper division implies specialization in the main subsystems of the enterprise (personnel, finance, marketing, production ...).
Vertical division of labor - based on the allocation of three levels of management:
v grassroots - managers who are subordinate to workers mainly performing labor. Manage such primary units as brigades, shifts, sections;
v average - accounts for 50-60% of the total number of management personnel; includes managers responsible for the course of the production process in the departments. This includes managers of headquarters and functional services the management apparatus of the company, its branches, departments, as well as the management of auxiliary and service industries, targeted programs and projects;
v highest - accounts for 3 - 7% of the number of management personnel; the administration of the enterprise, which carries out general strategic management of the organization, its functional and production and economic complexes.
Director, his deputies (strategy, goals, profit distribution)
Heads of shops, heads of departments ( internal environment organizations)
Chiefs of shifts and departments (organize the work of workers)
Organizational structure of the enterprise
Organizational structure is a set of divisions of an enterprise that perform managerial functions and their interrelationships. This is a set of management links located in strict subordination and providing the relationship between the management and controlled systems.
The organizational structure is characterized by the distribution of goals and objectives of management between departments and employees of the organization. From this position, the organizational structure is a form of division and cooperation of management activities, within which the management process takes place, aimed at achieving the goals of the organization. The management structure includes all the goals distributed among the various links, the links between which provide coordination for their implementation.
The enterprise management apparatus includes line managers by management levels (director, shop manager, shift foreman) and personnel of functional units (mechanic, lawyer, technologist, economist, each responsible for one function).
Organizational structure elements:
Ш management worker - a person performing a specific management function;
Ш management body - a group of employees connected by certain relationships and consisting of primary groups;
The primary group is a collective of management workers, which has a common leader, but no subordinates.
Links in the management structure:
1. horizontal - are of the nature of coordination and are single-level;
2.Vertical - subordination ties arise when there are several levels of management:
§ Linear communications mean subordination to line managers, that is, on all management issues;
§ functional - occur when subordination of a certain group of problems to a functional leader.
Formation principles organizational structures:
* the management structure should reflect the goals and objectives of the firm. to be subordinate to production and change with it;
* should reflect the functional division of labor and the scope of authority of management employees; the latter are determined by policies, procedures, rules and job descriptions and expand, as a rule. Towards higher levels of government;
* the powers of leaders are limited by environmental factors, the level of culture and value orientations, accepted traditions and norms;
* implementation of the principle of correspondence between functions and powers, on the one hand, and qualifications and level of culture, on the other, is important.
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