Purpose of the organization- this is her future desired state, the motive for the behavior and actions of her employees. Unlike the mission, the goals express more specific directions of the enterprise.

The goals of the organization are formulated and established on the basis of the overall mission and certain values ​​and goals that top management is guided by. To truly contribute to the success of an organization, goals must have a number of characteristics.

Firstly, goals should be specific and measurable. By expressing its goals in specific, measurable terms, management creates a clear baseline for future decisions and progress. It will be easier to determine how well the organization is working towards achieving its goals.

Secondly, Goals should be time oriented. Not only must the organization specify exactly what the organization wants to accomplish, but also when the result is to be achieved. Goals are usually set for long or short time periods. Long-term goal, has a planning horizon of approximately five years, sometimes more for technologically advanced firms. The short-term goal in most cases represents one of the plans of the organization, which should be completed within a year. Medium-term goals have a planning horizon of one to five years.

Long-term goals are usually very broad. The organization formulates them first. Medium and short term goals are then developed to ensure long term goals. Usually, the closer the planning horizon of a goal, the narrower its scope. For example, a long-term goal for increasing labor productivity might be "increase overall productivity by 25% in five years." In accordance with this, management will set medium-term goals: "increase in labor productivity by 10% in two years." It will also set short-term goals in specific areas such as inventory costs, staff development, production upgrades, more efficient use of existing production capacity, improved management, and so on. This group of goals should support the long-term goals with which it is directly related, as well as other organization goals.

Third, goals must be achievable to serve to improve the efficiency of the organization. Setting a goal that lowers the organization's capabilities due to lack of resources or due to external factors, can lead to catastrophic consequences. If the goals are unattainable, the desire of employees to succeed will be blocked and their motivation will weaken. Since it is common in everyday life to associate rewards and promotions with the achievement of goals, unattainable goals can make the means used in an organization to motivate employees less effective.



Fourth, to be effective, multiple organization goals should be mutually supportive, i.e. actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals.

Objectives will be a meaningful part of the strategic planning and management process only if top management formulates them correctly, then informs all employees of the organization about them and stimulates their implementation. The strategic planning and management process will be successful to the extent that senior management is involved in the formulation of goals, and to what extent these goals reflect the values ​​of management and the real capabilities of the firm.

Key spaces for defining organizational goals are presented in Table 5.

Tab. 5. Key spaces for defining goals

If the mission sets general guidelines, directions for the functioning of the organization, expressing the meaning of its existence, then the specific final states that the organization strives for are fixed in the form of its goals, i.e., in other words, goals. Target - this is a specific state of individual characteristics of the organization, the achievement of which is desirable for it and the achievement of which its activities are aimed at.

It is impossible to overestimate the importance of goals for the organization:

they are the starting point for planning;

goals underlie the construction of organizational relationships;

The motivation system used in the organization is based on the goals;

· goals are the starting point in the process of monitoring and evaluating the results of the work of individual employees, departments and the organization as a whole.

According to the established opinion, there are two types of goals in terms of what period of time is required to achieve them. These are long term and short term goals. In practice, short-term goals are usually considered to be achieved within one year, and, accordingly, long-term chains are achieved in two to three years. If the need arises, between long-term and short-term goals, intermediate goals are also set, which are called medium-term.

Depending on the specifics of the industry, the characteristics of the state of the environment, the nature and content of the mission, each organization sets its own goals, which are special both in terms of a set of organization parameters (the desired state of which acts as the organization’s general goals) and in the quantitative assessment of these parameters. However, despite the situationality in the choice of goals, there are four areas in relation to which organizations set goals based on their interests. These areas are:

1) income of the organization;

2) work with clients;

3) the needs and welfare of employees;

4) social responsibility.

As can be seen, these four areas also concern the interests of all entities influencing the activities of the organization, which were mentioned earlier when discussing the mission of the organization.

In any large organization with several different structural divisions and several levels of management, a hierarchy of goals is formed, which is a decomposition of goals more high level on target more low level. The peculiarity of the hierarchical construction of goals in the organization is that,

Firstly, higher-level goals are always broader in nature and have a longer-term time interval for achievement;

· Secondly, lower-level goals act as a kind of means to achieve higher-level goals.

The hierarchy of goals in an organization plays a very important role, as it establishes the structure of the organization and ensures the orientation of the activities of all departments of the organization to achieve the goals of the upper level. If the hierarchy of goals is built correctly, then each unit, achieving its goals, makes the necessary contribution to the activities of the organization to achieve the goals of the organization as a whole.

As we have said, goals are absolutely essential for the successful functioning and survival of an organization in long term. However, if the goals are incorrect or poorly defined, this can lead to very serious negative consequences for the organization. The great experience of mankind in setting goals allows us to highlight several key requirements , which must be satisfied by correctly formulated goals.

Firstly goals must be achievable.


They shouldn't be too easy to achieve. But they also should not be unrealistic, going beyond the maximum allowable capabilities of the performers. An unrealistic goal to achieve leads to demotivation of employees and their loss of direction, which has a very negative impact on the organization's activities.

Secondly goals should be flexible. Goals should be set in such a way that they leave room for adjustment in accordance with the changes that may occur in the environment. Managers must keep this in mind and be prepared to modify the set goals to meet the new requirements placed on the organization by the environment, or new opportunities that have appeared in the organization.

Third goals must be measurable. This means that goals should be formulated in such a way that they can be quantified, or that it can be assessed in some other objective way whether the goal has been achieved. If the goals are immeasurable, then they give rise to disagreements, complicate the process of evaluating performance and cause conflicts.

Fourth , goals should be specific, having the necessary specificity, helping to unambiguously determine in which direction the organization should operate. 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. The more specific the goal, the easier it is to express a strategy to achieve it. If the goal is formulated specifically, then this makes it possible for all employees of the organization or their vast majority to easily understand it, and therefore know what lies ahead for them.

Fifth , the goals must be compatible. Compatibility implies that long-term goals are consistent with the mission, and short-term goals are 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 to establishing a competitive position, or the goal of strengthening the 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.

At sixth , the goals should be acceptable to the main actors of influence that determine the activities of the organization, and, first of all, to those who will have to achieve them.

Naturally, it is very difficult to bring together the divergent interests of the subjects of influence when setting goals. The owners expect the organization to provide high profits, large dividends, growth in the share price and security for invested capital. Employees want the organization to pay them a high salary, give them an interesting and safe work, provided conditions for growth and development, carried out good social security, etc. For buyers, the organization must provide a product at a suitable price, appropriate quality, good service and other guarantees. Society requires the organization not to harm the environment, to help the population, etc. Managers must take all this into account and formulate goals in such a way that these multidirectional interests of influencers are embodied in them.

Organizational goals, strategic planning

An important milestone when planning is the choice of goals.

The goals of the organization are the results that the organization seeks to achieve, and to achieve which its activities are directed.

Allocate the main target function, or the mission of the organization, which determines the main activities of the company.

Mission - the main main goal of the organization for which it was created.

When defining the mission of an organization, consider:

A statement of the organization's mission in terms of its production of goods or services, and the main markets and key technologies used in the organization;

The position of the firm in relation to the external environment;
- culture of the organization: what kind of working climate exists in this organization; what type of workers attracts given climate; what are the basics of the relationship between the company's managers and ordinary employees;

Who are the customers (consumers), what needs of customers (consumers) the company can successfully satisfy.

The mission of the organization is the basis for formulating its goals. The goals are starting point when planning.

Goals are:

  1. By scale of activity: global or general; local or private.
  2. By relevance: relevant (priority) and irrelevant.
  3. By rank: major and minor.
  4. By time factor: strategic and tactical.
  5. By management functions: goals of organization, planning, control and coordination.
  6. By subsystems of the organization: economic, technical, technological, social, industrial, commercial, etc.
  7. By subjects: personal and group.
  8. By awareness: real and imaginary.
  9. By achievability: real and fantastic.
  10. By hierarchy: higher, intermediate, lower.
  11. By relationships: interacting, indifferent (neutral) and competing.
  12. According to the object of interaction: external and internal.

The strategic planning process is a tool that helps the company's management make the right strategic decisions and adjust accordingly. everyday life organizations.

Strategic planning is a set of decisions and actions carried out by the management of a firm in order to achieve the goals of the organization.

Strategic planning includes four main types of management activities:

  1. Allocation of resources: allocation of available funds, highly qualified personnel, as well as technological and scientific experience available in the organization.
  2. Adaptation to the external environment: actions that improve the relationship of the firm with the external environment, i.e. relationships with the public, the government, various government agencies.
  3. Internal coordination of work of all departments and divisions. This stage involves identifying the strengths and weaknesses of the firm in order to achieve effective integration of operations within the organization.
  4. Awareness of organizational strategies. It takes into account the experience of past strategic decisions, which makes it possible to predict the future of the organization.

The strategic planning scheme consists of the following stages:

Implementation of the strategic plan, management by objectives.

After the development of the organization's strategy, the stage of its implementation begins.

The main stages of the implementation of the strategy are: tactics, policies, procedures and rules.

A tactic is a short-term plan of action aligned with a strategic plan. Unlike strategy, which is more often developed by top management, tactics are developed by middle managers; tactics are more short-term than strategy; the results of tactics appear much faster than the results of strategy.

Policy development is the next step in the implementation of the strategic plan. It contains general guidelines for action and decision making to facilitate the achievement of the organization's objectives. The policy is long-term. The policy is formed in order to avoid deviation in making daily management decisions from the main goals of the organization. It shows acceptable ways to achieve these goals.

After developing the organization's policy, management develops procedures, taking into account previous decision-making experience. The procedure is used in case of frequent repetition of the situation. It includes a description of specific actions to be taken in a given situation.

Where a complete lack of freedom of choice is expedient, management develops rules. They are used to ensure that employees perform their duties accurately in a particular situation. Rules, unlike a procedure that describes a sequence of recurring situations, are applied to a specific single situation.

An important stage in planning is the development of a budget. It is a way of the most efficient allocation of resources, expressed in numerical form and aimed at achieving certain goals.

effective method management is a method of management by objectives.

It consists of four stages:

  1. Formulating clear and concise goals.
  2. Development best plans achieving these goals.
  3. Control, analysis and evaluation of work results.
  4. Adjustment of the results in accordance with the planned.

The development of goals is carried out in descending order along the hierarchy from top management to subsequent levels of management. The goals of the subordinate manager should ensure the achievement of the goals of his boss. At this stage of setting goals, it is mandatory Feedback, that is, a two-way exchange of information, which is necessary for their harmonization and ensuring consistency.

Planning determines what needs to be done to achieve a given goal. There are several stages of planning:

Determination of tasks that need to be solved in order to achieve the goals.
- establishing the sequence of operations, creating a schedule.
- clarification of the personnel's authority to perform each type of activity.
- Estimation of time costs.
- Determining the cost of resources needed to carry out operations through budgeting.
- adjustment of action plans.

Organizational structure of the enterprise

Choice decision organizational structure accepted by the top management of the organization. The middle and lower levels of management provide initial information, and sometimes offer their own options for the structure of their subordinate units. The best organizational structure is considered to be one that allows optimal interaction with external and internal environment meet the needs of the organization and most effectively achieve its goals. An organization's strategy should always define the organizational structure, not the other way around.

The organizational structure selection process consists of three steps:

The division of the organization into enlarged blocks horizontally, in accordance with the activities carried out;
- Establishing the ratio of powers of posts;
- definition official duties and entrusting their implementation to specific individuals.

Types of organizational structures:

  1. Functional (classic). Such a structure involves the division of the organization into separate functional elements, each of which has a clear specific task and responsibilities. This structure is typical for medium-sized firms or organizations that produce a relatively limited range of products, operate in stable external conditions, and where standard management decisions are most often sufficient.
  2. Divisional. This is the division of the organization into elements and blocks by type of goods or services, or by groups of consumers, or by regions where goods are sold.
  3. Grocery. With this structure, the authority for the production and marketing of any product is transferred to one leader. This structure is most effective in the development, development of production and organization of the sale of new products.
  4. Regional. This structure provides the best problem solving related to the specifics of local legislation, as well as the traditions, customs and needs of consumers. The structure is designed mainly for the promotion of goods to remote regions of the country.
  5. Customer oriented structure. With this structure, all departments are united around certain groups of consumers who have similar or specific needs. The purpose of such a structure is to satisfy these needs as fully as possible.
  6. Design. This is a temporarily created structure to solve a specific problem, or to carry out a complex project.
  7. Matrix. This is the structure that results from the imposition of the project structure on the functional one, and implies the principle of subordination (both to the functional manager and to the project manager).
  8. conglomerate. It involves the connection of various divisions and departments that work functionally, but focused on achieving the goals of other organizational structures of the conglomerate. Most often, such a structure is used in large national and international corporations.

An important role is played by the degree of centralization of the organizational structure. In a centralized organization, all management functions are concentrated in the top management. The advantage of this structure is a high degree of control and coordination of the organization's activities. In a decentralized organization, some of the management functions are transferred to its branches, departments, etc. This structure is used when the external environment is characterized by strong competition, dynamic markets and rapidly changing technology.

Staff motivation

For more effective work of personnel in the organization, its motivation is obligatory.

Motivation is the process of inducing other people to act in order to achieve the goals of the organization.

Modern theories Motivations are divided into two categories: substantive and procedural.

Content theories motivations are based on the definition of need. Need is a feeling a man of lack, the absence of something. To motivate an employee to action, managers use rewards: external (monetary, career advancement), and internal (sense of success). Process theories of motivation are based on elements of psychology in human behavior.

Control

Control is the process of ensuring that the firm achieves its goals. Control can be divided into: preliminary control, current control, final control.

In general, control consists of setting standards, measuring the results achieved, making adjustments if results are achieved that differ from the established standards.

Preliminary control carried out prior to the commencement of the organization. It is used in three industries: in the field human resources(recruitment); material resources (selection of suppliers of raw materials); financial resources (formation of the firm's budget).

Current control is carried out directly in the course of work and daily activities organization, and involves regular checks of subordinate personnel, as well as discussion of emerging problems. At the same time, feedback between departments and the upper management echelon of the company is necessary to ensure its successful operation.

Final control is carried out after the work is done. It provides information to the head of the company for better planning and implementation of similar tasks in the future.

Control-oriented employee behavior produces more effective results. However, there must be mechanisms for rewarding and punishing. At the same time, excessive control, which can annoy employees and staff, must be avoided. Effective control must be strategic, reflect the firm's overall priorities, and support the organization's performance. The ultimate goal of control is not only the ability to identify the problem, but also to successfully solve the tasks assigned to the organization. Control must be timely and flexible. Simplicity and efficiency of control, and its cost-effectiveness are very relevant. The presence of an information management system in an organization helps to increase the efficiency of control and planning of the company's activities. The information management system should contain information about the past, present and future of the organization. This information allows the company's management to make optimal decisions.

DEFINITION

Purpose of the organization represents the end state or desired outcome that any company aspires to. The company always has one common goal to which all participants must strive to achieve. labor collective.

The defining feature of the goals is that they must be realistically feasible and achievable, while being understandable to the team.

When planning, the company's management conducts the development of goals, informing their employee. In some companies, all members of the workforce may be involved in the development of tactical goals. The joint definition of goals is the main motive and coordinating force of the enterprise, because as a result of this process, each employee understands what he should strive for.

The goals and objectives of the organization may include winning and maintaining a share of a particular market, achieving more High Quality products, increasing the profitability of the company, achieving the maximum level of employment, etc.

Requirements for goals and objectives

The goals and objectives of the organization should be:

1.) Achievable (you can not overestimate the goal);

2.) Specific (determine the term);

3.) Address (identify the artist);

4.) Flexible (revised in accordance with changes in the internal and external environment);

5.) Consistent (if the company sets several goals, they must be consistent with each other).

The goals and objectives of the organization, set by management, are used in the process of establishing and evaluating the effectiveness of the company.

The goals and objectives of the organization set a general guideline for activities.

Tasks of the organization

DEFINITION

Tasks of the organization are goals that must be achieved by a certain time within the periods for which it is calculated managerial decision. Organizational objectives are goals that are not tied to time.

Depending on the structure of the organization, each position is characterized by a number of tasks considered as a necessary contribution to achieving the goals of the enterprise. At the same time, the tasks indicate the immediate goals of the company, which can be quantified.

The goals and objectives of the organization are mainly aimed at generating income from the production or sale of products.

The objectives of the organization may be to provide staff salary, generating income for the owners of the company, providing consumers with quality products in accordance with demand and contracts, protecting environment, preventing disruptions in the work of the company, etc.

  1. National public specifics,
  2. Features of the development of society that have developed historically,
  3. Geographic and natural conditions,
  4. Factors of the cultural environment, etc.

Goals and objectives of the organization

The goals and objectives of the organization can be determined by the interests of the owners, the situation within the company and external environment, as well as the size of the capital of the company.

The goals and objectives of the organization can be set both by the owners of the company and by managers and staff. When formulating and setting the goals and objectives of the organization, the owners rely on their own priorities, most often this is making a profit through production or sales.

The department formulating and concretizing the corresponding goals and objectives of the organization must take into account the real conditions for their implementation. Tasks and goals should be appropriate from the standpoint of the interest and profile of the organization; to achieve them, a sufficient amount of material and financial resources is required.

The main goal of most enterprises is to exceed the result over the costs incurred, that is, to maximize profits and a high level of profitability. To achieve this goal, enterprises perform a number of tasks: the production of high-quality products, the introduction of new technologies, the development of a strategy and tactics of behavior, ensuring competitiveness, caring for employees, etc.

Examples of problem solving

EXAMPLE 1

If the mission sets general guidelines, directions for the functioning of the organization, expressing the meaning of its existence, then the specific final state that the organization strives for at each moment of time is fixed in the form of its goals.
Goals- this is a specific state of individual characteristics of the organization, the achievement of which is desirable for it and the achievement of which its activities are aimed at.
The importance of goals for an organization cannot be overestimated. Goals are the starting point for planning activities, goals underlie the construction of organizational relations, the motivation system is based on goals, they are the starting point in the process of monitoring and evaluating the results of the work of individual employees, departments and the organization as a whole.
Depending on the time period goals are divided into long-term and short-term. The division of goals into these types is based on the time period associated with the duration of the production cycle. In practice, short-term goals are usually considered to be achieved within one to two years, and long-term goals - after three to five years.
The division of goals into long-term and short-term is of fundamental importance, since these goals differ significantly in content. Short-term goals are characterized by much greater than long-term ones, concretization and detailing (who, what and when should perform). Sometimes, if the need arises, intermediate goals, which are called medium-term goals, are also set between long-term and short-term goals.
It is important goal setting direction.
Depending on the specifics of the industry, the nature and content of the mission, each organization sets its own goals. However, as foreign practice shows, there are four areas in which organizations set their goals:
1) income of the organization;
2) work with clients;
3) the needs and welfare of employees;
4) social responsibility.
The most common areas for which goals are set in business organizations are as follows:
1. In the field of income:
- profitability, reflected in indicators such as profit margins, profitability, earnings per share, etc.;
- position in the market, described by such indicators as market share, sales volume, market share relative to a competitor, the share of individual products in total sales, etc.;
- productivity, material consumption, etc.;
-financial resources: capital structure, cash flow in the organization, value working capital and so on.;
- the capacity of the organization, the number of pieces of equipment, etc.;
-development, product manufacturing and technology upgrade.
2. In the field of work with clients:
-work with buyers, expressed in such indicators as the speed of customer service, the number of complaints from customers, etc.
3. In the field of work with employees:
- changes in the organization and management, reflected in the indicators,
setting targets for the timing of organizational changes, etc.;
- human resources, described using indicators that reflect the number of work absences, staff turnover, employee training, etc.
4. In the field of social responsibility:
-providing assistance to society: the amount of charity, the timing of
conducting charity events, etc.
In any large organization that has several different structural units and several levels of management, a hierarchy of goals is formed, which is a decomposition of higher-level goals into lower-level goals. The specifics of the hierarchical construction of goals in the organization is due to the fact that:
-higher-level goals are always broader in nature and have a longer-term time interval for achievement;
Lower-level goals act as a kind of means to achieve higher-level goals.
The hierarchy of goals plays a very important role, as it establishes the "connectivity" of the organization and ensures the orientation of the activities of all departments towards achieving the goals of the upper level. If the hierarchy of goals is built correctly, then each department, achieving its goals, makes the necessary contribution to achieving the goals of the organization as a whole.
Goal requirements. Goals are necessary for the successful functioning and survival of an organization in the long term. However, if the goals are incorrect or poorly defined, this can lead to very serious negative consequences for the organization.
The experience gained in business in setting goals allows us to identify several key requirements that properly formulated goals must satisfy.
First, goals should be achievable, but not too low.
Second, goals must be flexible. Goals should be set in such a way that they leave the possibility for their adjustment in accordance with the changes that may occur in the environment (new requirements, new growth opportunities, etc.).
Third, goals must be measurable. If the goals are immeasurable, then they give rise to discrepancies, complicate the process of evaluating performance and cause conflicts.
Fourth, goals must be specific. 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 it. The more specific the goal, the easier it is to develop a strategy to achieve it. Fifthly, the goals must be shared. Compatibility implies that long-term goals are consistent with the mission, and short-term goals are long-term. Goals should not contradict each other.
Sixth, the goals must be acceptable to the main actors of influence that determine the activities of the organization, and first of all to those who will have to achieve them.