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Requirements for goals. Hierarchy of enterprise goals

Mission - this is the reason for the existence of the enterprise.

The mission is determined in the process of strategic planning; it is the main strategy of the enterprise, in accordance with which all other activities are built. Its adoption makes it possible to clearly define the purpose of the activity of a given enterprise and does not give managers the opportunity to focus on personal interests. For example, Henry Ford defined the mission of his company as providing people with cheap vehicles.

Mission selection gives stability to the enterprise's activities, as the basic principles of its operation are determined. A mission allows an organization to be flexible and change its profile if necessary.

To choose a mission, an enterprise must clearly define who its customers will be and what customer needs it will satisfy.

Based on the mission, the goals of the activity are determined.

Purpose of activity - this is the desired state of the control object after a certain time.

The coherence of staff work depends on its correct formulation. But no matter how well the goals of the enterprise are formulated, they must be communicated to the staff, which often does not happen in our enterprises due to an insufficiently developed communication system.

The main goal of any enterprise is to make a profit. Often this goal is identified with the mission, but this contains a huge catch for the organization itself, since in this case it is very difficult for the manager to distinguish the activities of his company from competitors and, as a result, count on a long existence.

In conditions market relations Taking into account the constant changes in the position of the enterprise itself, its competitors, intermediaries, buyers, forms of financing and the state of the industry in which the organization operates, the obligatory goal of management is also to overcome risk or risk situations not only in the present, but also in the future.

Goals are set based on the following principles:

concrete and measurable;

achievability and reality. Unattainable goals cannot be motivated, but the implementation of easy goals is poorly motivated, therefore, goals must correspond to the abilities of employees;

availability of deadlines;

elasticity of goals, the possibility of their adjustment. This principle is especially relevant in our constantly changing conditions.

The goals of the enterprise can be short-term, medium term And long-term.

Short term goals are determined for no more than a quarter or a year. This could be an increase in the assortment by trading company, and sale of stale goods within a certain time frame, etc.

Medium-term goals are established for a period of one to three years. This includes increasing capacity and improving quality.

Long term goals are determined for a period of three to ten years. They may include the development of new markets, universalization of production, etc.

After establishing the mission and goals, the enterprise can begin further activities.

At any large organization, having several different structural divisions and several levels of management, a hierarchy of goals is formed, which is a decomposition of goals more high level more on target low level. The specificity of the hierarchical construction of goals in an organization is due to the fact that:

higher-level goals are always broader in nature and have a longer time horizon for achievement;

Goals of a lower level act as a kind of means to achieve goals of a higher level.

For example, short-term goals are derived from long-term ones, are their specification and detail, are “subordinate” to them and determine the activities of the organization in the short term. Short-term goals set milestones on the way to achieving long-term goals. It is through the achievement of short-term goals that an organization moves step by step towards achieving its long-term goals.

The hierarchy of goals plays a very important role, since it establishes the “coherence” of the organization and ensures that the activities of all departments are oriented toward achieving top-level goals. If the hierarchy of goals is constructed correctly, then each division, achieving its goals, makes the necessary contribution to achieving the goals of the organization as a whole.

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Hierarchy of goals

In any large organization that has several different structural divisions and several levels of management, there is hierarchy of goals, which is a decomposition of higher-level goals into lower-level goals. The specificity of the hierarchical construction of goals in an organization is due to the fact that:

Higher level goals are always broader in nature and have a longer time horizon for achievement;

Goals of a lower level act as a kind of means for achieving goals of a higher level.

For example, short-term goals are derived from long-term ones, are their specification and detail, are “subordinate” to them and determine the activities of the organization in the short term. Short-term goals set milestones on the way to achieving long-term goals. It is through the achievement of short-term goals that an organization moves step by step towards achieving its long-term goals.

The hierarchy of goals plays a very important role important role, since it establishes the “connectedness” of the organization and ensures that the activities of all departments are oriented toward achieving top-level goals. If the hierarchy of goals is constructed correctly, then each division, achieving its goals, makes the necessary contribution to achieving the goals of the organization as a whole.

Requirements for goals

1. Goals must be achievable. They should not be unrealistic or beyond the capabilities of the performers. An unrealistic goal leads to demotivation of employees and their loss of direction, which has a very negative impact on the organization’s activities.

2. Goals must be flexible. Goals should be set in such a way that they leave room for adjustment in accordance with changes that may occur in the environment.

3. Goals must be measurable. This means that goals must be formulated in such a way that they can be quantified or can be assessed in some other objective way as to whether the goal has been achieved. If goals are not measurable, then they give rise to discrepancies, complicate the process of assessing performance results and cause conflicts.

4. Goals must be specific, possessing the necessary characteristics so that it can be unambiguously determined in which direction the organization should move. The goal should clearly state what needs to be achieved as a result of the activity, in what time frame it should be achieved and who should achieve it.

5. Goals should be compatible. Compatibility assumes that long-term goals are consistent with the mission, and short-term goals are consistent with the long-term. But hierarchical compatibility is not the only direction for establishing goal compatibility. It is important that the goals related to profitability and the establishment of competitive position, or the goals of strengthening a position in the existing market and the goals of penetrating new markets, the goals of profitability and charity.

6. Goals should be acceptable for the main subjects of influence that determine the activities of the organization, and primarily for those who will have to achieve them. Since buyers (another subject of influence on the organization) currently play a key role for the survival of the organization, managers must take their interests into account when setting goals, even if they lead to a reduction in profits by reducing prices or increasing costs to improve the quality of the product. Also, when setting goals, it is necessary to take into account the interests of society, such as the development of the local living environment, etc.

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, specific both in terms of a set of parameters of the organization, the desired state of which acts as the goals of the organization, and in the quantitative assessment of these parameters.

Goals will be significant part process of strategic planning and management only if senior management correctly formulates them, 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 setting goals and to the extent that those goals reflect management's values and real opportunities companies.

Key spaces for defining organizational goals are presented in Table 9.1.

Specialists in strategic planning came to a general agreement that the most significant are financial goals. Profit occupies a leading position in the hierarchy of goals of a commercial organization.

Goals are always achieved under certain restrictions that can be set by the organization itself and influenced from the outside.

Internal constraints may be the principles of the company, the level of costs, production capacity, financial resources, state of marketing, management potential, etc.

External restrictions may include legislative norms, inflation, competitors, changes in economic conditions and the level of income of the population, the financial condition of the main partners and debtors, etc.

However, despite the situational nature of fixing a set of goals, 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.

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

The most common directions in which business organizations The goals set are as follows.

1. In the area of income:

Profitability, reflected in indicators such as profit margin, profitability, earnings per share, etc.;

Market position, described by indicators such as market share, sales volume, market share relative to a competitor, the share of individual products in total sales, etc.;

Productivity, expressed in costs per unit of production, material intensity, and return per unit production capacity, volume of products produced per unit of time, etc.;

Financial resources, described by indicators characterizing the capital structure, cash flow in the organization, the amount of working capital, etc.;

The capacity of the organization, expressed in target indicators relating to the size of the capacity used, the number of units of equipment, etc.;

Development, production of a product and updating of technology, described in such indicators as the amount of costs for implementing projects in the field of research, the timing of the commissioning of new equipment, the timing and volume of product production, the timing of introducing a new product to the market, the quality of the product, etc.

2. In the area of working with clients:

Work with customers, expressed in such indicators as speed of customer service, number of complaints from customers, etc.

3. In the area of working with employees:

Changes in organization and management, reflected in indicators that set targets for the timing of organizational changes, etc.;

Human resources, described using indicators reflecting the number of absences from work, staff turnover, employee training, etc.

4. In the sphere social responsibility:

Providing assistance to society, described by such indicators as the volume of charity, timing of charitable events, etc.

A core vision and business philosophy are necessary to establish the strategic goals of the organization's owners, managers, employees, and to gain the trust of customers and other stakeholders so that there is no conflict of interest. Correct definition of goals is a global prerequisite for the successful development of management strategy at any level.

It's not just the message, the business philosophy, and the core vision that are used to shape strategic goals. Extremely important sources of information are data on the internal and external environment, expected market dynamics, competition and other factors (see Figure 2.2).

Figure 2.2 - The process of formulating and monitoring strategic goals

Hierarchy of goals (“goal tree”)

In any large organization that has several different structural divisions and several levels of management, there is hierarchy of goals, which is a decomposition of higher-level goals into lower-level goals. The specificity of the hierarchical construction of goals in an organization is due to the fact that:

Higher level goals are always broader in nature and have a longer time horizon for achievement;

Goals of a lower level act as a kind of means for achieving goals of a higher level.

Based on the large number of enterprise goals, they individual character and complex relationships are used to analyze them special model- goal tree model.

To build such a model, goal statements should consist of the following elements:

Scale of the goal (to what extent should the goal be achieved?);

Timeframe for completing the goal (how long will it take to achieve the goal?).

The method of structuring goals provides for a quantitative and qualitative description, time frame for achievement and analysis of hierarchically distributed interrelated and interdependent strategic management goals.

Structured goals are often presented graphically as a “tree” of goals, showing the connections between them and the means to achieve them.

The construction of such a “tree” is carried out on the basis of deductive logic using heuristic procedures. It consists of goals of several levels: general goal - main goals (subgoals of the 1st level) - goals of the 2nd level - subgoals of the 3rd level and so on until the required level.

To achieve the general goal, it is necessary to realize the main goals (essentially, these goals act as a means in relation to a higher goal); to achieve each of the main goals, it is necessary to implement, respectively, its more specific goals of the 2nd level, etc.

Typically, classification, decomposition and ranking procedures are used to build a “tree” of goals. Each subgoal should be characterized by a coefficient of relative importance. The sum of these coefficients for the subgoals of one goal should be equal to one.

Each level of goals (subgoals) should be formed according to a certain criterion for decomposing the process of achieving them, and any goal (subgoal) should preferably be attributed to an organizationally separate unit or executor.

The hierarchy of goals plays a very important role, since it establishes the “coherence” of the organization and ensures that the activities of all departments are oriented toward achieving top-level goals. If the hierarchy of goals is constructed correctly, then each unit, achieving its goals, makes the necessary contribution to achieving the goals of the organization as a whole.

In conclusion, we can note the main differences between the mission and goals of the organization (Table 9.2).

Established goals must have the status of law for the organization, for all its units and for all members. However, immutability does not follow from the requirement that goals are obligatory. It was said earlier that due to the dynamism of the environment, goals can change. It is possible to approach the problem of changing goals in the following way: goals are adjusted whenever circumstances require it. In this case, the process of changing goals is purely situational in nature.

But another approach is possible. Many organizations engage in systematic proactive goal change. With this approach, long-term goals are set in the organization. Based on these long-term goals, detailed short-term goals (usually annual) are developed. Once these goals are achieved, new long-term goals are developed. At the same time, they take into account those changes that occur in the environment, and those changes that occur in the set and level of requirements put forward in relation to the organization by subjects of influence. Based on new long-term goals, short-term ones are determined, upon achievement of which new long-term goals are again developed. With this approach, long-term goals are not achieved, since they change regularly. However, the organization constantly maintains a long-term goal orientation and regularly adjusts its course to take into account new circumstances and opportunities that arise.

One of the most important points, which determine the process of setting goals in an organization, is the degree of delegation of the right to make decisions on goals to the lower levels of the organization. As acquaintance with real practice shows, the process of setting goals in various organizations goes differently. In some organizations, goal setting is completely or largely centralized, while in other organizations there may be complete or almost complete decentralization. There are organizations in which the process of setting goals is intermediate between complete centralization and complete decentralization.

Each of these approaches has its own specifics, its advantages and disadvantages. Thus, in the case of complete centralization when setting goals, all goals are determined by the highest level of management of the organization. With this approach, all goals are subordinated to a single orientation. And this is a definite advantage. At the same time, this approach has significant drawbacks. Thus, the essence of one of these shortcomings is that at the lower levels of organizations there may be aversion to these goals and even resistance to their achievement.

In the case of decentralization, the process of setting goals involves, along with the upper and lower levels of the organization. There are two schemes for decentralized goal setting. In one, the process of goal setting goes from top to bottom. The decomposition of goals occurs as follows: each of the lower levels in the organization determines its goals based on what goals have been set for the higher level. The second scheme assumes that the process of goal setting proceeds from the bottom up. In this case, lower levels set goals for themselves, which serve as the basis for setting goals at a subsequent, higher level.

As you can see, different approaches to goal setting differ significantly. However, the common thing is that a vital role in all cases should belong to senior management.

Strategic management is a management that relies on human potential as the basis of the organization, orients production activities to consumer requests, responds flexibly and carries out timely changes in the organization that meet the challenge from the environment and allow one to achieve competitive advantages, which together allows the organization to survive in the long term, while achieving its goals.
The objects of strategic management are organizations, strategic business units and functional areas of the organization.

The subject of strategic management is:

1. Problems that are directly related to the general goals of the organization.

2. Problems and solutions associated with any element of the organization, if this element is necessary to achieve goals, but is currently missing or insufficient.

3. Problems associated with external factors, which are uncontrollable.

In any large organization that has several different structural divisions and several levels of management, a hierarchy of goals develops, which is a decomposition of higher-level goals into lower-level goals. The specificity of the hierarchical construction of goals in an organization is due to the fact that:

· goals of a higher level are always broader in nature and have a longer time interval for achievement;

· goals of a lower level act as a kind of means for achieving goals of a higher level.

41. Event management – concept, basic methods.

management (from English – management – lit. “management”, “leadership”) - type professional activity people aimed at achieving certain management goals through rational use economic resources. The management system is a set of interconnected elements that make up a single whole and jointly implement the management process to achieve the set goals. Event management includes all the actions and measures that are involved in planning, organizing, controlling and managing a project or event. Event management is necessary to make the event exceptional and special. Any event should have some kind of zest, a creative feature. And it's not just a matter of original idea, but also in communicating it to the consumer, in the way it is presented - so that people are at least a little surprised.

Event management is a huge layer various actions, which the event manager has to perform. Essentially, it is a project management program. Like every project, every event has a beginning and an end. It begins with setting goals that the upcoming event should achieve, and ends not so much with the event itself, but with summing up whether the goals were achieved. Depending on the goals set, the logistics, dramaturgy, and scenography of the event are built. And only then contractors are hired and all other issues are resolved.

Event – every time it’s new project, a new page in the life of the agency. But one thing remains the same - event management: planning, organization, control, execution.

All these components are equivalent: without planning, nothing good will come of it, and without control, nothing will come of it either. The organization of the project itself – meetings, negotiations – is also important. All this makes up event management.

Hierarchy of goals

In any large organization that has several different structural divisions and several levels of management, a hierarchy of goals develops, which is a decomposition of higher-level goals into lower-level goals. Higher level goals are always broader in nature and have a longer time frame for achievement. Goals of a lower level act as a kind of means for achieving goals of a higher level.

For example, short-term goals are derived from long-term ones, are their specification and detail, and are subordinate to them. Short-term goals set milestones on the way to achieving long-term goals.

Requirements for goals

To determine whether strategic goals are correctly formulated, you can use a simple rule - the SMART principle. According to him, the goals should be:

· Specific;

· Measurable;

· Agreed:

a. with the company's mission;

b. between themselves;

c. with those who have to carry them out.

· Achievable;

· Determined in time;

Setting Goals

The goal setting process involves going through four phases:

· Identification and analysis of trends that are observed in the external environment of the company. Management must strive to anticipate the state in which it will find itself external environment, and set goals in accordance with this foresight. Goals should be formulated in such a way that, without absoluteizing trends, they reflect them.

· Setting goals for the organization as a whole.

It is important to determine which of the wide range possible characteristics activities of the organization should be taken as goals. Important It also has a system of criteria that are used to determine the goals of the organization. The decision on goals also always depends on the resources that the organization has.

· Building a hierarchy of goals.

Defining such goals for all levels of the organization, the achievement of which will lead to the achievement by individual divisions of overall organizational goals. It involves the construction of a “tree of goals”, in which a clear “goal-means” relationship is recorded.

· Setting individual goals.

In order for the hierarchy of goals within the organization to become a real tool for achieving goals and objectives, it must be brought to the level of the individual employee. In this case, one of the most important conditions successful operation of the organization: each employee is, as it were, included in the process of jointly achieving the ultimate goals of the organization.

Established goals must have the status of law for the organization, for all its units and for all members. However, the requirement of obligation does not in any way imply the invariability of goals. There are several possible approaches to the problem of changing goals:

· Goals are adjusted whenever circumstances require.

· Proactively changing goals. In this approach, long-term and short-term goals are set, after short-term goals are achieved, new long-term and short-term goals are developed, etc.

One of the most important points that determine the process of setting goals in an organization is the degree to which the right to make decisions on goals is delegated to lower levels of the organization. In practice, the process of setting goals occurs differently in different organizations. However, the general thing is that the decisive role in all cases should belong to top management.

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