The purpose of management as an element of the management system. Purpose, means and result. Functions of goals in the organization. Requirements for goals as a management tool.

Essence strategic management. Basic principles of strategic management. Setting goals and choosing a mission. The content of the mission of the organization.

Setting goals in the organization. Goal alignment. Formation of a "tree of goals". Principles of goal setting (discussing goals, setting priorities, ensuring feedback). Methods of setting goals in the organization. P. Drucker and the method of management by objectives.

Topic 55. Goals in the management of the organization.

Management is one of the human activities. Like any conscious human activity, management is built on the basis of a predetermined result, on the basis of a programmed coordination of actions leading to the expected result. It is the goal that directs, organizes human activity. The goal is the anticipation in consciousness of the result, the achievement of which is directed by human activity. A 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, the goals underlie the construction of organizational relationships, the motivation system used in the organization is based on the goals, the goals are the starting point in the process of monitoring and evaluating the results as a whole. Facilities - these are the tools with the help of which the conditions for solving managerial problems are formed (for example, the means of thinking and activity - analysis, synthesis, deduction, induction). Means to achieve the goal are divided into economic, socio-psychological and organizational. results activities of the organization can be material (goods and services), labor (employment), financial, informational, social, psychological. The results can be both negative and positive. Positive results are high-quality products, high profits, a normal climate in the team. Negative results are defects, financial losses. Functions of goals in the organization:

§ The purpose justifies the existence of the 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 take responsibility for achieving it.

§ The goal is the motivator of activity

§ Purpose reduces uncertainty in the organization

§ The goal is the standard for evaluating the work of members of the organization

§ The goal is the basis for constructing the organization

Mission of the organization. There is a broad and narrow understanding of the mission of the organization. In the case of a broad understanding, the mission is considered as a statement of philosophy and purpose, the meaning of the existence of the organization. The philosophy of the organization determines the values, beliefs, principles in accordance with which the organization intends to carry out its activities. In a narrow sense, a mission is a statement that reveals the meaning of the existence of an organization, in which the difference between this organization and similar ones is manifested. A correctly formulated mission, although it always has a general philosophical meaning, nevertheless necessarily carries something that makes it unique in its kind, characterizing exactly the organization in which it was developed. The mission is the overall goal of the organization, causing all members of the organization to have a state of striving for something. Based on the mission of the organization, long-term goals are developed. The mission should be developed taking into account five factors: The history of the company, the existing style of behavior and the way the owners and management personnel, The state of the environment of the organization, the resources that it can bring into action to achieve its goals, the distinctive features that the organization has.

If the mission sets general guidelines, directions for the functioning of the organization, expressing the meaning of its existence, then Goals are 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..

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 job, a series of jobs, or a piece of work that must be completed in a predetermined manner within a predetermined timeframe. From a technical point of view, the task is assigned not to the employee, but to his position. Each position includes the performance of a number of tasks that are considered as 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:

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 a much greater specification and detail in such matters as who, what and when should be performed than for long-term ones.

If the need arises, between long-term and short-term goals, intermediate goals are also set, which are called medium-term.

Requirements for goals as a management tool:

Achievability (reality for the employees of the organization to achieve.

· Flexibility (the ability to adjust the goals in accordance with the changes that may occur).

· Measurable (should be formulated in such a way that they can be quantified or assessed in some objective way that the goal is achieved).

Specificity (the goal should clearly fix what needs to be obtained as a result of the activity, in what time frame it should be achieved, who should achieve the goal).

· Compatibility (long-term goals should be consistent with the mission, and short-term goals should be long-term. The goals of the organization should not contradict each other).

Acceptability (primarily for the employees of the organization who have to achieve these goals).

There is a division of goals into organizational and individual . Based on the names, individual goals are the goals of each individual employee, the organizational goals of the organization. However, only individual goals really exist, and organizational ones are arbitrary from individual ones.

These goals must be consistent with each other. If employees have goals that diverge from the goals of the organization, the latter will not be achieved. And vice versa.

Management Goals

The concept and essence of the goal.

The system of management goals.

Goal management.

The goal is one of the most complex and at the same time the most ancient categories of management. It is present in one form or another in the mind of a person carrying out any kind of activity, and is transferred by him to many natural (natural) and artificial systems.

The goal is of great importance in the management and organizational and practical activities in preparation for the implementation of the decision. A correctly understood and conscious goal disciplines and stimulates the staff. The purposefulness of the staff is an important factor in increasing productivity and labor productivity.

The goal is the ideal and desired state of the control object, which must be achieved.

Goals can be defined as:

Promising and immediate;

General and private;

intermediate and final.

Immediate goals are subordinate to long-term goals of management, private - general, intermediate - final.

The desired state is determined by satisfying the initial need, selected from a set of alternatives (see Figure 5.1).

Need - this is what objectively connects a person (and living things in general) with the external world (environment), including the social one, as some (determining) condition for ensuring his life and existence.

Target - a specific expression of need, determined on the basis of existing experience, and directing the specific operation of the designed and operating system.

Result - it is a measure of satisfying a need, i.e. measure of goal achievement.

As a result of the relationship of these definitions, a causal relationship is valid: need - goal - functioning - result.

The goal of management is a cumulative idea of ​​some model of the future result that can satisfy the initial need with the available real opportunities, estimated on the basis of experience. In its content, it is an ideal, mentally represented result of aspirations that encourages social and economic activity.

Rice. 5.1. The concept of management goal

Depending on the feasibility The following control objectives are possible:

Ideal Control Goal – it is a desired, not always achievable result for a certain period of time;

Potential Management Goal – this is the desired result of the activity (the state of the object), achievable in principle and in the future, but due to uncertainty planned with a certain degree of probability;

The real purpose of management – it is the result that can actually be achieved in a reasonable time frame.

In the organization management system goals perform a number of important functions, which include:

Reflect the philosophy of the organization, the concept of its activities and development. Goals determine the nature and characteristics of the structure of the organization and its management;

Reduce the uncertainty of current activities both the organization and its members (staff). Goals are guidelines for organizations and its participants in the world around them; help to adapt to it, to concentrate on achieving the desired results;

They form the basis of the criteria for assessing the activities of the organization, their divisions, services and individuals;

Mapping an existing state to a desired one(initiative function);

They serve as an excuse to the public about the necessity and legitimacy of the existence of an organization (especially if the activity causes adverse effects, such as environmental pollution).

Successful implementation of these and other functions is possible provided that the goals of the organization meet a certain set of requirements:

Goals should be specific and measurable represented, if possible, not only qualitative, but also quantitative indicators;

Goals must be realistic for these conditions, in accordance with the resource provision of the organization;

Goals should be flexible, capable of transformation, in accordance with the dynamically changing conditions of the functioning of the organization;

Goals must be recognized by staff, because they are achieved in the process joint activities members of the organization;

Objectives must be reasonable and comprehensive, reflecting the requirements of objective laws of development of organizational systems;

Goals must be verifiable, which in turn is necessary to assess the degree of their achievement and appropriate incentives for staff;

Goals must be compatible in time and space, mutually support each other, do not orient the participants of the organization to actions that contradict each other.

The goals of managing socio-economic systems are included in the management system, since it reflects the management of organizations in market conditions.

The main goal of management is to ensure the effective operation of the organization. This general goal breaks down into a hierarchy of specific goals, which are presented in Figure 5.2. in the form of a goal tree. Having a goal provides an organization with stability, balance and unity of its members.

A distinction should be made between the goals of management and the goals of the organization. If the goal of the organization can be summarized as “What do you want and what needs to be done?”, then the goal of management is “How to do what you want or need to do?”.

Management is implemented within certain restrictions. Goals and limitations are very close in meaning.

In the very general view goal– a general course of action describing the future state. In its turn, restrictions- this is competing with the main goal from the category of secondary ones, which contradicts it and the achievement of which is undesirable.

Goals and limits perform the following tasks :

Management tool(guiding requirements);

Decision-making criterion;

Coordination tool;

Control tool.

The formulation of goals and constraints is an important management task. In doing so, it is necessary to clearly define:

its size (maximum, minimum, level);

time parameters;

spatial characteristics;

personal connection;

rank in the goal hierarchy.

Compliance with the previously considered requirements for management objectives sets them systemic character, suggesting a certain classification.

The classification of goals can be carried out:

by area covered(general, private goal);

by value(main, intermediate, secondary);

by the number of variables(single and multi-alternative);

subject matter(calculated for a general or partial result);

by sources of formation goals can be set from outside and formed within the organization;

in order of importance goals are divided into: strategic and tactical;

by time goals differ in: short-term (up to one year), medium-term (from 1 year to 5 years), long-term (over 5 years);

according to the form of expression allocate goals that are characterized by quantitative indicators, and described qualitatively;

according to time among the goals are strategic, current and operational;

by hierarchy level the mission, main, general and specific (local) goals are determined;

According to the features of interaction goals can be indifferent to each other (indifferent), competing, complementary (complimentary), mutually exclusive (antagonistic), coinciding (identical).

Of the totality of types of goals, the most widely used concepts in the management system are:

Mission - this is the idea created by others about the organization, its philosophy, purpose, social responsibility to society and its staff, preferences, values, the most attractive areas of activity, ensures the harmony of the organization's interaction with the internal and external environment, helps to determine positions and interests in relation to social groups.

The mission also reflects the tasks of the organization in the field of production of goods and services, conquering markets, introducing new technologies, ensuring sustainability, competitiveness, profitability, economic growth, creates the basis for formulating specific goals - general and specific, developing a strategy, allocating resources at various organizational levels, guides the current activities of managers .

The mission is information of a complex nature about the organization, which is primarily intended for the environment.

The form of specification of the mission is the main objective, which becomes a guide for staff.

Sometimes the mission coincides in meaning and perception with the main goal, then the construction of the "tree of goals" is carried out in the following sequence mission - general goals - specific (local).

The following factors influence the formation of the mission , as historical traditions, competitive advantages, the existing potential of the organization, threats, the opinion of stakeholders, the views of top management. For example, in the famous Japanese company "Matsushita Electric" the mission includes the following components: making a profit by serving society; growth in welfare to mutual benefit for firms and consumers;

Legend:

- the main objective; - general goals (goals of the second level); - specific goals

(local goals of the third

level);

Rice. 5.2. "Tree of goals" for improving the efficiency of functioning

organizations (fragmentary example)

- the main goal is to increase the efficiency of the organization;

General goals (second level):

1.1 - improving the management of the organization;

1.2 - improvement of marketing activities;

1.3 - improvement of the organization of production;

1.4 - increasing the profitability of production;

1.5 - advanced training of the organization's personnel.

Specific goals (third level):

1.1.1 - improvement of the organizational structure of management;

1.1.2 - improvement of management methods;

1.1.3 - improvement of organization planning;

1.2.1 - improving the marketing of manufactured products;

1.2.2 - improvement of the range of products;

1.2.3 - research and forecasting of demand for manufactured products;

1.3.1 - improvement of operational management of the production process;

1.3.2 - automation of the production process;

1.4.1 - increase in output volumes;

1.4.2 - reduction of production costs;

1.4.3 - formation and improvement of pricing policy;

1.5.1 - advanced training of managers and specialists;

1.5.2 - advanced training of workers.

fair competition in the market; mutual benefit of firms, suppliers, and consumers; participation in the management of workers.

Common goals(usually there are from 4 to 6 of them) reflect the most important activities 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, profit, sales volume, entering foreign markets, etc. The second - with separate specific areas of activity (functional areas) - financial, marketing,

personnel and are tasks for the relevant services.

Specific goals (local) - are developed in each division and determine the main directions of its activities in the context of the implementation of its common goals. Usually they already cover the medium and short-term periods and are necessarily expressed in quantitative indicators, they form the basis of plans. Specific goals are operational and operational. The first are placed in front of individual workers (performers), the second - in front of departments.

Strategic Goals focused on solving promising large-scale problems that qualitatively change the face of the organization, for example, achieving leadership in their field of activity, entering international markets, fundamentally updating the material and production base, etc.

Tactical targets- reflect individual stages of achieving strategic goals, for example, overhaul of production equipment, etc.

Current Goals (Short Term) – stem from the strategic and act as a means of their implementation, are expressed in quantitative performance indicators for a certain period, usually one year. The lack of clear strategic goals and objectives, as well as a focus on current effects and short-term commercial success, leads to the fact that the organization misses to take a strong place in the market.

Operational goals are determined from the current ones and are aimed at their implementation, are determined for a period, as a rule, of one month, ten days, or a day.

As a rule, the goal is not set alone, but in a group with many other goals.

(system of goals). In accordance with this, the problem of their interaction arises at the same level (horizontal connections) and along the hierarchy (vertical) (see Fig. 5.3).

Rice. 5.3 Links between goals

Horizontal links can be:

identical (the implementation of one leads to the implementation of the other);

complementary (harmony - the implementation of one goal contributes to the implementation of another);

indifferent (neutrality - there is no connection between the goals);

antagonistic (mutual exclusion).

The choice of goals is a kind of process of compromise between the interests of various groups of participants in the organization (see Figure 5.4.).

The process of setting goals, depending on the characteristics of the organization, can occur both centrally and decentralized.

Through centralized goal setting a single orientation of all goals within the organization is ensured, but for the lower levels of management they will be “imposed”, therefore, there may be resistance from performers in their implementation.

Decentralization removes these problems, but there are difficulties associated with the coordination of goals and directing them in a single direction.

Decentralized goal setting can be implemented in two directions: from top to bottom, as specification at the lower levels of management of the goals formulated by the upper ones; and from the bottom up, as a generalization by the upper levels of the entire set of goals developed by the lower ones. In any case, goal-setting processes are directed and controlled by top management. In the real world of an organization, the mission and corporate goals are often formed in a shared dialogue between senior management, department heads and management consultants.

Internal Charter Professional

knowledge organization groups

Power External Tactics

negotiation groups

(lenders, suppliers, large

clients, state, society)

Rice. 5. 4. Main groups influencing the definition

organization goals

Constant changes in the external and internal environment of the organization leads to the fact that the goals have to be adjusted or revised. Some organizations do this as needed, others - depending on the specific situation; still others systematically, on the basis of tracking trends, without waiting for major shocks.

Most often in these situations, the tactics of "crawling" one target to another is used. For example, a long-term goal is developed first, and, based on it, a short-term one. When the latter is reached, taking into account the accumulated changes, a new long-term goal is developed, and on its basis, another short-term goal. As a result, the organization develops a certain system goals, as well as a mechanism for its constant updating. Within its framework, these goals are streamlined and balanced.

Organizational goals are based on tasks, that need to be addressed in the process of achieving them. If the mission and goals are formed

top management and consultants, then tasks based on them - by employees of planning and economic services.

The goal can play a different role in the management process. Depending on its value, several types of management models can be distinguished. The main ones include:

situational management (management by deviations), in which the management system and process are focused mainly on the situation in the process of activity;

program control , involving the careful development of specific tasks, programs distributed among the links of the management system, indicating the sequence of their implementation. The program differs from the plan in the nature of the tasks, their scope and organizational status. An example of program management is the compilation of network and calendar schedules for the implementation of production plans.

target management (target approach to management), in which the goal plays a leading role and determines the nature of all management actions.

Along with the official goals, or goals-tasks contained in organization plans, more and more widespread in management are unofficial goals-guides and formulated on their basis by the performers themselves, taking into account individual capabilities and abilities. It is on them that people primarily orient themselves in their activities, and their achievement is stimulated first of all.

The management of these processes, from setting goals to evaluating their implementation, is called management by objectives (MPC) or target management.

Essence of the UOC consists in the joint setting of goals by managers and subordinates, which is a guarantee of their implementation. Officially, planning is supplemented with this approach by a system of individual goals that soften the rigidity of external leadership, as well as their personal stimulation.

taking into account specific job responsibilities and personal qualities of employees.

Most specialists and researchers in the field of management consider Peter Drucker to be the main developer, although the elements of goal management have existed since the first days of human cooperation, in particular, the idea of ​​tasks developed by F. Taylor and developed by Lillian Gilbert was the forerunner of goal management. P. Drucker synthesized the elements of target management and combined them into a general management philosophy, known as target management.

It is believed that this approach is more flexible than the traditional one and provides employees with a deeper understanding of the goals of the organization and its divisions, and therefore a better use of their duties, improves interaction in the management system, makes it possible to give subordinates more authority, and allows clarifying existing norms, regulations and performance standards. , creates for more objective control and encouragement of employees.

Target management is a peculiar form of building the management process and its organizational and practical implementation. It is characterized by the decisive and active influence of the management goal on all its characteristics.

analyzing what has been done so far, determining the desired characteristics of the future result, detailing what, why and how should be done, what corrective actions and at what time should be taken in order to achieve the set goals;

logically substantiated decomposition of the main goal into goals of a lower level - building a "tree of goals";

creation of the so-called Declarations– document containing the system

individual or collective goals of employees of the organization (subdivision);

coordination of the goal tree with the management system;

using lower-level goals as a starting point and the basis for all subsequent management actions;

summing up the results of the activities of employees in the management system by goals.

Declaration allows you to identify specific persons responsible for a particular case; the responsibilities of each of them in the process of implementing the tasks; strengthen the link between official and personal goals; create the necessary basis for personalized moral and material incentives in accordance with the contribution to the common cause that everyone intends to make. The provisions defined in the Declaration are reflected in a specific action plan for each goal (terms, intermediate and final results, resources), which also determines the area of ​​responsibility of the manager. The system of individual, in contrast to the planned goals, is stable and mobile at the same time, is determined taking into account the job responsibilities and personal potential of each.

It should be borne in mind that the formulation of the goals of the Declaration is fraught with a number of difficulties:

It requires a very large amount of preparatory work and, accordingly, a considerable investment of time and sometimes money;

Exaggerates the role of quantitative indicators, creates confusion when there are a large number of them, although not all goals can be quantified;

The declaration is unsuitable for workers;

The declaration may not correspond to reality, because they try to include in it, first of all, “beautiful”, global, prestigious, and not important goals; goals related to overcoming obstacles, instead of looking for additional opportunities; goals related to problem solving, lying on the surface, and ignoring the implicit ones, which may have a promising value for the organization.

On the positive aspects of target management should include:

improvement of management, since it becomes possible to specify in detail the goals and objectives for all links and levels;

the emergence of the possibility of developing effective methods of control and the control itself is simplified;

allows you to assess the likelihood of achieving lower and higher goals, based on available resources;

allows you to set the priority of goals;

linking the work of personnel with strategic planning and makes it possible to quickly respond to change external environment allows the employee to know exactly what is expected of him.

Disadvantages of target management the appearance of a feeling of fear among staff or individuals due to the failure to achieve established goals, the “jumping” of managers from place to place, which causes instability, the use of only quantitative criteria, is considered.

An example of target control is a control based on a tree-like open graph that does not have cycles, i.e. closed targets. In practice, graphs are used that are called the “goal tree”.

Goal tree - This graphic image links between goals and means to achieve them, built on the principle of deductive logic and using heuristic procedures (see Figure 5.2).

The goal tree provides a complete picture of the relationship of future events, up to a list of specific tasks and information about their relative importance. It provides work to bring the goals to the direct executors by building a correspondence between the organizational structure of management and the structure of goals.

When constructing a tree of goals, their properties such as subordination, deployability, and relative importance are used.

The subordination of goals is determined by the hierarchical construction of production systems, as well as the presence of a hierarchy in time and importance (significance). The goals of production units are determined by the goals of the enterprise, tactical goals - strategic, and short-term - long-term.

Deployability means that each goal of a given level is divided into sub-goals of a lower level. For example, the goals of an industrial enterprise are deployed in the goals of workshops and other departments, the goals of the workshop are in the goals of sections,

The relative importance of goals lies in the fact that the goals of the same level have different meanings for achieving the goal of a higher level. This allows you to rank goals in order of importance, to quantify their relative importance through the coefficient of significance.

Building a tree of goals begins with the formation of the main goal. Each higher level goal can be represented as an independent system that includes lower level goals (subgoals) as its elements. In this case, it is necessary to establish the complete composition of subgoals. The goal of the second level can be divided into goals of the third and subsequent levels, as shown in Fig. 5.2.

A sign of the completion of the construction of the tree of goals is the formulation of such goals that are not further divided and give the final results determined by the main goal.

Expert methods are widely used to formulate goals and assess their significance. The importance of goals in relation to each other is assessed at the second and subsequent levels using the ranking and weighting method. When ranking each goal, a serial number is assigned, indicating its relative importance in achieving the goal of a higher level. When weighting, the coefficient of significance of each goal is set in fractions of one or as a percentage in relation to the goal of a higher level and in relation to the main goal. When determining the coefficients of significance, the question is posed as follows: how much will the main objective(goal 1) if goal 1.1 can be fully achieved. A possible answer is half (0.5), that is, 50%. The sum of the significance coefficients of the goals of each level should be equal to 1, or 100%

To determine the coefficients of significance in relation to the main goal, it is necessary to consistently multiply the coefficients of significance of this goal by the coefficients of significance along the entire chain of goals of a higher level. In the one shown in Figure 5.5. example, the coefficient of significance of the goal 1.1.1 in relation to the main goal is equal to the product of the weight of the goal of the level above it (1.1) and its weight at this level,

q” 1.1.1 = q 1.1 * q 1.1.1 = 0.5 * 0.4 = 0.2.

This means that the achievement of goal 1.1.1 will ensure the achievement of the main goal by 20%.

Goal weighting provides guidance for allocating resources based on the importance of the goal.

The goal tree construction method is used to develop target programs and solve problems that have a hierarchical structure.

The manager in the target management system acts in relation to subordinates mainly as a consultant, regularly meets with them for an intermediate assessment (if the goal is annual, then quarterly), which is carried out by comparing the results achieved with the provisions of the Declaration and the goals of the organization. This can be done, for example, with the help of a schedule, which reflects the plan and the actual execution of work.

Rice. 5.5. Determination of the coefficients of significance of goals:

q is the coefficient of significance of the target in relation to the overlying one;

q” - coefficient of importance of the goal in relation to the main goal.

In order for the goals to really increase the labor activity of the staff, they must comply with the basic principles and methods of work adopted in the organization, the interests of people, be quite difficult and exciting, arouse excitement and the desire to prove oneself.

Questions for self-control:

What do the following concepts mean: goal, task, mission, goal tree and management by goals?

What is the causal relationship "need-goal-functioning-result"?

What properties do goals have?

What are the functions of the goals?

What are the requirements for the goals of the organization?

aim management assets and liabilities is the prevention or...

1. Control personnel: concept and approaches

   Test work >> Management

   ...); - efficiency increase management personnel, achievement goals management while reducing the cost of ... interconnections with goals management. SYSTEM FORMATION MANAGEMENT PERSONNEL Formation of the system management staff involves first...

Provision of office equipment and its use.

However, one should take into account the fact that the management of any enterprise, as well as the economy as a whole, is purposeful, therefore the goal-setting function (i.e., the process of setting goals) is the fundamental principle to which the functioning of management systems is subordinated from development.

From the point of view of management as a science, the goal of managing an organization is a multifaceted concept, so almost every author brings his own meaning to it. Here are just the most common points of view:

Goal - an ideal image of the desired, possible and required state managed system;

the goal indicates the general "direction" of movement to achieve the best result;

goal ... defines the desired state of the object;

goal describes what is desired final result activities. It highlights the core, the main characteristics of the problem situation and describes a new, stable state of the management process;

· the goal is the specific end states or desired results that the group would like to achieve by working together;

· The goal of any operations research is to find out what the manager expects to get as a result of it. In other words, it is required to determine what are the expected results of the completion of the project;

The goal is the state of the control object, which the organization strives to achieve;

goal - one of the main elements of human behavior and conscious activity, which characterizes the mental anticipation of the result of activity, as well as the means and ways of its implementation.

The essence of the goal economic category, is most fully expressed in its functions. As part of managing an organization, goals perform the following number of important functions:

Firstly, the goals reflect the general concept of the organization's activities and development and specify its main directions. Since the structure of activity underlies the general and managerial structure of the organization, it is the goals that ultimately determine the nature and characteristics of these structures.

Secondly, goals reduce the uncertainty of current activities, being guidelines for an organization or an individual in the world around them, help to adapt to it, concentrate on achieving the desired results, somehow limit and regulate their behavior, actions, resist momentary impulses and desires. This helps to act faster and with greater effect, achieving what was conceived at a lower cost, and at the same cost to receive additional gains.

Thirdly, goals form the basis for developing criteria by which problems can be identified and informed decisions can be made on them; monitor and evaluate the results of activities related to the implementation of these decisions; to carry out material and moral encouragement of employees who have distinguished themselves in this.

Fourthly, the presence of goals, especially significant ones (regardless of whether they are real or seeming) unites enthusiasts, encourages them to voluntarily take on very difficult duties and make every effort to fulfill them.

Fifth, the officially proclaimed goals serve to justify in the eyes of the public the necessity and legitimacy of the existence of this organization, especially if its activities are associated with certain side effects, such as environmental pollution.

Once goals are defined, they need to be examined for quality. The main criteria, according to most authors, are the following requirements:

First, goals should contain due dates. Using this tactic helps the manager determine how often to conduct reviews so that if there is a deviation from the schedule, there is enough time to step up activity and bring it back to normal. Ultimately, setting a time frame helps employees know when certain stages that they depend on own work, will be completed.

Second, goals must be brief. Long-term and short-term goals are most effective when they are short. Managers often ignore this requirement and include in the goal statement a description of the methods that will be used to achieve this goal, instead of simply stating the desired result.

Also, the goals should call for standards to be exceeded. In most cases, standards are the minimum level of acceptable performance for an activity that exists both for individual workers, and working groups or departments of the organization. The standards usually reflect the low level of performance that is acceptable in that organization. Goals, on the other hand, represent the desired result, which must be above the standard.

One of the main requirements for the quality of goals is their realism. Goals that set the bar too high will never be achieved. On the other hand, when goals are set too low, achieving them does not give a sense of satisfaction. Research has repeatedly shown that people are most productive when goals are set at what is called an incentive level—high enough that there is something to strive for, but not so high that it fails, and not so low that there is no need to expend effort to achieve it. achievements.

Goals should be flexible so that they can be improved in case of unpredictable or extraordinary changes in the situation in the organization. But flexibility is usually achieved at the expense of specificity, a very important characteristic of an effective goal.

It should also be emphasized that goals should be formulated in such a way that they could be quantified, or could be assessed in some other objective way, whether the goal was achieved. If the goals are not measurable, then they give rise to different interpretations, complicate the process of evaluating performance and cause conflicts.

Also, the quality of the formulated goal is indicated by its maximum possible concreteness which helps to unambiguously determine in which direction the functioning of the organization should be carried out. The goal should clearly fix what needs to be achieved as a result of the activity, in what time frame it should be achieved and who should achieve the goal.

One of the fundamental criteria characterizing the quality of goals is their compatibility, which implies that the long-term goals of the mission, and the short-term goals of the long-term. But temporal compatibility is not the only way to establish compatibility of goals. It is important that there are no conflicting goals relating to profitability and establishing a specific position, or the goal of strengthening a position in an existing market and the goal of penetrating new markets, the goals of profitability and philanthropy. It is also important to always remember that compatibility is required for the purpose of growth and the purpose of maintaining stability.

Goals should be acceptable to the main stakeholders that determine the activities of the organization, and first of all for those who will have to achieve them. When formulating goals, it is very important to take into account what desires and needs employees have.

Goals should be comparable, which implies a match:

firstly, between goals from different key spaces, that is, profit indicators should correspond to indicators of the organization’s market position (a certain increase in sales), and the latter, in turn, should be associated with resource goals, etc.;

secondly, between the goals of the intra-company hierarchy of goals, each of which must correspond to a higher-level goal. An important part of the manager's work is the correct division of goals into sub-goals. This should be done in such a way that the achievement of each individual sub-goal (for example, the development of a new system of remuneration for work) leads to the achievement of common purpose organization (to increase its profitability).

Classification.

By levels of significance - the main, main, private goals;

By long-term - long-term (strategic), medium-term (operational), current (tactical) goals;

By management levels - national, sectoral, regional, goals of the association, goals of the enterprise;

By stages of activity - intermediate, final goals.

In particular, management objectives are also classified into the following two types:

Goals in relation to the external environment - non-organizational (increase in the quantity, quality of products, cost reduction);

Goals in relation to the organization - intra-organizational (improvement of the structure, material base, social development team).

Non-economic goals include, for example, the improvement of working conditions. The organization should not forget about the formulation of non-economic goals, since any company is not just a business structure aimed at making a profit, but also a community of people with their inherent human needs;

· economic goals organizations expressed in terms of economic activity, can in turn be divided into:

Quantitative goals (for example, increase in market share to 10% by some year);

Qualitative goals (for example, the achievement by the organization of technological superiority in the industry).

Systems, objects controlled by people and acting in the name of people's interests are called goal-oriented and goal-oriented. Both a large-scale economy, considered on the scale of the world, a country, a large region, and a small-scale one - the economy of an enterprise, firm, family, are purposeful systems, since their activities are aimed at achieving certain goals.

The concept of "goal", which at first glance seems understandable without additional explanation, having a seemingly self-evident meaning, in fact, is one of the complex categories of sociology, philosophy, economics, management theory.

To understand the content of the word "goal", one has to resort to close and related concepts of management theory: "system", "structure", "function".

Let us give the simplest definitions of these concepts in order to be able to rely on them, then gradually deepening and concretizing them.

A system is a set of interconnected and interacting elements, parts that form a single whole.

Structure is a structure, a way of organizing a system, manifested in its division into its constituent parts, a certain mutual arrangement and connections between them, ensuring its integrity, functioning, and action.

A function is one of the roles performed by the system and its elements (components) and the activities of the system.

Thus, goal- this is an object of aspiration, a pre-planned and final plan, for the sake of which the system functions.

The economy in its various scales, forms and types of government is a large and complex system operating with the participation of people, which has a certain structure, designed to implement a range of functions that ensure the achievement of the intended goals.

The circular relationship between the goals of the system, its structure and its functions is considered in dynamics, taking into account changes in time, and underlies the management of various systems and, above all, objects of an economical nature.

Goal management called the implementation by the managing subject of management functions that contribute to the achievement of the goals of the system.

If the goals of the system are not predetermined, then their establishment is one of the most important and difficult tasks of managing the system. In this case, the formation of the purpose of systems is the primary goal of system management, which is most clearly manifested in the planning, design and programming of the system.

Consider typical goals of managing objects of a socio-economic nature:

1. maintenance goals system in the state it has reached. They arise when this condition needs to be fixed, and also when it is necessary to prevent the danger of worsening this condition. Such a situation in management is called homeostasis;

2. exit goals from an undesirable state or goal of preventing further recession and securing an exit from their crisis. They are typical for a situation where the parameters, performance indicators of the system are significantly below the normative level and significantly worse than the indicators of the state of similar objects;

3. development goals systems consisting in changing the quantitative parameters and the quality of the functioning of the system to transfer it to the desired and more favorable state, characterized by better values ​​of target indicators (quality of life, income level of the population).

Regardless of the goals of the system, which are aimed at achieving the goals of management, self-government has its own universal target task - increasing the level of purposefulness, organization of the functioning of managed systems, ensuring effective optimal trajectories of their development.

The interaction of production elements generates a set management tasks, which are implemented using well-defined control functions. Note that the concept of "task" is different from the concept of "goal". Task- this is the goal, the achievement of which is desirable by a certain point in time within the limits for which the management decision is designed. Between management tasks, management functions and management decisions there is a constant dependency. This dependency reveals essence of control.

Control tasks divided into two classes.

The first one includes general tasks formation of the production system, its sustainability, reliability, development. Their implementation makes it possible to create rational forms of management and evaluate the results of the life of the entire system. These tasks include: development of industrial cooperation, improvement organizational structures production systems, maintenance of specified modes structural divisions production systems, creating the interest of workers as a result of their work, organizing accounting and control over the activities of the management object. These management tasks cause the vital activity of functions that are implemented in the corresponding management decisions.

Tasks belong to the second class. specific character. They stem from the need to maintain continuity production process, economic maintenance of production, team development as social group. This class covers directly the production, scientific and technical, economic and political field of production, as well as scientific and technical development.

In its turn functions also divided into general and specific. General functions include: planning and forecasting; organization; coordination and regulation; motivation; the control; accounting and analysis. characteristic feature common functions is their mutual penetration into each other. They are part of management work.

Control tasks of the second class require the action of specific functions, which primarily include production functions management: technical, technological, labor organization, supply of raw materials and materials, production maintenance. The tasks of scientific and technological development of production require action - economic functions, and the socio-political and spiritual-ideological development of the production team bring to life political functions.

Even a person who is far from management knows that the purpose of management is to generate income. Money is what makes progress. Of course, many entrepreneurs try to whitewash themselves and therefore cover their thirst for profit with good intentions. Is it so? Let's figure it out.

Goals

If a person does not have a goal, he will not do anything. So, when opening an enterprise, an entrepreneur must understand not only how to proceed, but also why to act. The purpose of management is to solve the pressing problems that arise in the business world every day.

• Earning income is the main goal of any commercial enterprise. It is to achieve this need that managers and employees direct their efforts.
• Improving the efficiency of management. To achieve maximum profit, you need to work not only well, but also efficiently. To achieve this, it is necessary to change equipment in a timely manner, train personnel and closely monitor the work process.
• Satisfying the needs of the market. For the fact that In order for an enterprise to make a profit, it must produce the products for which there is a demand. The volume of this production will also depend on the purchasing power of the population.
• Solving social issues. Entrepreneurs always aim not only to acquire a material base, but also to help the population. After all, all goods and services are produced for people.

Tasks

Entrepreneurs do not always manage their own business. Often they hire specially trained managers. The goals and objectives of management for such people are known firsthand. What is the main task of a manager?

• Production of goods and services. The person who is "at the helm" of the company is interested in the fact that the company works well and stably produces the required amount of goods or serves a regulated number of customers.
• Receiving a profit. The goal of management is profit. Therefore, one of the tasks of the manager is to bring to the company as much as possible more money. Therefore, the person sitting in the chair of the head needs to come up with a plan that will help increase the growth of the firm's funding.
• Stabilization of the company in the market. One of the tasks of the manager is to make the company known, first at the country level, and then the world. Only large enterprises with a long history can boast of relative stability.

Management control

Large companies can be owned by one person, and a package of documents can be divided among several people. How, in a situation where there are several directors, can the main goal of management be achieved? This art has been worked out for several centuries. If the leaders have one goal, then it is not so difficult to choose the path to achieve it. What is the control of management in companies?

• Full. If the controlling package of documents belongs to one person, then he has the right to dispose of the company's money at his own discretion, as well as to make decisions on its expansion or staff reduction.
• Almost complete. If 51% of the shares are owned by one person, then we can say that the entire company is owned by one person. It is his word that will always be decisive when managers fail to agree on further development prospects.
• Incomplete. If a person owns 30% of the shares, then his word in the company will not be weighty. To convince your colleagues of something, you have to apply skill oratory. It is no longer possible to put pressure on authority.

Benefits of managing small firms

A person who opens his own enterprise always hopes that his project will outlive not only him, but also at least a few more centuries. The purpose of the management process does not change from century to century. What is the advantage of managing small firm?

• Team cohesion. A team in which everyone knows each other works better. People treat each other well, they can talk or take a walk in their free time. Colleagues who are connected not only by working, but also by friendly relations, have a better attitude towards cooperation.
• Operational information. If the boss needs to inform his team about something, then he will be able to do this at one general planning meeting.
• Maneuverability. If the demand for a product or service decreases, the company has the ability to quickly retrain and adapt to the circumstances.
• Support from outside. The state, and the townspeople as well, always support small companies. They, according to statistics, produce goods of the best quality and do not allow the giants to monopolize any area.

Benefits of managing large firms

The main goal of management is easier to achieve for the owners of large companies. They have the advantages that small businesses lack:

• The presence of their own factories, research centers and laboratories allows large companies to develop unique products and services that help improve human life.
• Less vulnerability. A large firm is not afraid of competition. If necessary, it can simply absorb the company, which is trying to resist the pressure of the giant.
• Possibility to make discounts. Private enterprises do not have big production, so they can't afford to drop the price of the product. And large firms do discounts often.
• Good In the event of a crisis or any other financial instability large companies will stay afloat, but the small ones will sink.

Structure

How does the control system work? The structure of management objectives is a complex system which includes several components:

• Organizational. This structure is responsible for the personnel of the organization. It dictates requirements regarding qualifications, work experience, special skills, etc.
• Working functions. The goals and functions of management are inextricably linked with this structure. The working functions of an organization are that management process that is not visible to the naked eye, but nevertheless occurs daily.
• Exchange of products and services. Not many companies can boast of complete autonomy of production. Many organizations are forced to cooperate with each other to achieve maximum production efficiency.
• Informational. Information is transmitted not only according to a well-established system at conferences or planning meetings, but also lives in the enterprise in the form of gossip and rumors.
• Resource-technological. To produce a product, an enterprise needs not only resources, but also equipment that will process resources.

Functions

• Planning. Company management is based on planning. Thanks to those people who know how to look into the future and predict the turn of events, the economy of the whole country is holding on. Far-sighted managers always take the lead in any company.
• Coordination. One of the functions of a manager is to hold planning meetings and talk about future prospects. Each employee is given a plan of further actions, which he must meekly carry out. Managers make sure that the whole "mechanism" of the organization works without failures.
• Motivation. People who know their purpose always work better. So the main task leaders - to inspire employees to achieve a common goal.
• The control. Managers must control the work process and ensure that people work efficiently and meet deadlines.
• Problem resolution. Any job that involves people will certainly be associated with personal problems. The job of a manager is to manage everything. contentious issues quickly and without prejudice to anyone's interests.

Principles

Organization of any work is a complex process. What goals exist and the principle of labor must be in balance.

• Division of labor. Each member of the team should do their own thing and not try to interfere in someone else's work and problems.
• Discipline. Only those companies develop in which the personal problems of employees do not interfere with the work process.
• The presence of responsible persons. At every level of management there must be people who can and are able to take responsibility for their work and for the work that has been done under their supervision.
• Subordination of individual interests to the common ones. A person should strive for his own development through the development of the company.
• Reward. An employee who receives a salary on time, as well as bonuses for Good work, will work more efficiently than people who do not receive proper remuneration for their work.

Leaders

The management system is formed from three types of people:

• Higher. This is the director CEOs and major shareholders.
• Medium. Heads of departments of the company.
• Inferior. Heads of subdivisions and teams.

Achievements of goals

What does it take for an organization to perform well? Achieving management goals is possible subject to certain factors:

• Team morale. If the general mood of the team is upbeat, people will believe in their leader and know that at the end of a difficult path they will be rewarded, the spirit of the team will be uplifted. In this case, the work will argue faster, and conflicts in the team will occur less frequently.
• Personal perspectives. A person must know the future of not only the company, but also his own. People will work hard if they are convinced that this work is for their good. For example, a person will gain experience or specific knowledge.
• A clear plan of action. Managing an enterprise is easy if all activities are well planned. This helps to determine the scope of work and track the path traveled.
• Having a deadline. If you set a deadline for each project in which it needs to be handed over, the work will be done more efficiently and faster. It is advisable to set the project deadline a few days earlier, as technical failures and other overlays must always be taken into account.