A dream, a cherished desire, a life goal - at first glance, these are similar concepts. In fact, these words mean completely different things. A dream may be unrealistic, and a desire may be impossible. In order for what you dream of to come true, you need to move from wishes to goal setting. However, the goal can also remain unattained if you formulate it incorrectly. Correct setting of goals and their achievement. This logical chain is the path to success.

How to set goals correctly

Goal setting is the process of setting a goal. This concept is devoted to many popular science books. According to psychologists, a correctly formulated task is a 50% guarantee of its achievement. Many do not know how to set goals correctly. Therefore, it is not surprising that trainings have become popular, where professional psychologists teach the basic principles of goal setting. Unlike desires and dreams, the goal is a definite, clear concept, since there is a specific result behind it. This result must be seen. You have to believe in reaching your goal. Only then can it really be achieved.

Wordings: “I want to expand my business”, “I want to increase my income” are examples of desires. To translate them into the category of goals, you need to specifically define what it means for you to expand the business. Open new branches? Expand your range of services? Attract more customers? Increase production? How much to increase or expand: by 20% or 2 times? The result you are striving for must be measurable.

The result you are striving for must be measurable.

It is best to write down a specific goal in a diary. To formulate it, use active verbs, such as "make", "earn", "achieve". Do not use the words “must”, “necessary”, “necessary”, “should”, as they carry a semantic connotation of coercion, overcoming internal barriers. This is your goal. You want to achieve it, no one is forcing you to do it.

Achieving too simple goals is not interesting. The task must be difficult, so that on the way to it you have to overcome difficulties, only in this way you can develop. But the goal must be real. Therefore, before formulating it, it is necessary to analyze the current state of affairs and assess the available resources and opportunities. Opening 5 new branches at once or increasing income by 10 times is unlikely to succeed. Achieve more modest goals first. Over time, you will come to what you did not even dare to dream of at the beginning of the journey.

The correct setting of the goal necessarily contains an indication of the time of its achievement. For example, goals to expand the customer base or increase production volume should be specified in terms of percentages (by 30%) and a period (1 year).

If you learn to correctly and specifically formulate goals for yourself, you will be able to clearly and clearly set them for others. The head of the organization must know the basic principles of goal setting. Then he will require his managers to correctly formulate the goals of their work. And this is a guarantee that they will actually fulfill their tasks.

How to achieve goals

The methods for achieving the goals are as follows:

1. The goal leads to a result. If it is very important to you, then it will be easier to achieve it. Imagine all the benefits of achieving the end result. Anticipate in advance the sensations of joy and success that you will experience in that moment. Then no fears and doubts will interfere on the way to your goal. Psychologists call this technique the visualization method. It helps to update all external and internal resources to achieve the goal, attracts the necessary ideas, people, and means. For example, think about the benefits you would get if you increased your income by 50%. You will be able to afford more expensive real estate, a car, vacation, gifts to loved ones. Raise your social status. Which of these benefits do you most desire? Imagine that you have already achieved it. And let this picture inspire you. When you set goals for your employees, help them see the positives in their overall accomplishments. Salary increase, bonuses, career growth, obtaining additional funds to the company's budget for corporate events.
2. To go a long way to achieve a big and important goal, you need to divide it into stages. To do this, the global goal is broken down into smaller goals. These, in turn, can also be broken down into smaller tasks. If all this is schematically depicted on paper, then we get a real system of goals and subgoals. Try to formulate each of them clearly with an indication of the timing of achievement, and then this scheme can be easily turned into a step-by-step plan for moving towards the main global goal. Such planning will become the basis for compiling a clear instruction for action for your subordinates. For example, the goal to expand the range of services can be divided into subgoals: to study the specifics of new services, purchase the equipment necessary for their provision, select specialists or train your employees, find an additional job.
3. Close people can help you achieve your personal goals. And when it comes to business-related tasks, you can't do without the help of employees and partners. After breaking the global goal into specific sub-goals, consider which of the subordinates can cope with each of them most successfully. But remember, you set the initial goal for yourself, it is important for you, therefore, the responsibility for achieving it also lies, first of all, on you. If you do not reach your goal because one of the employees did not complete the task assigned to him, then the blame for this will lie with you. It means that you overestimated the resources of this worker. Perhaps he needs more time to solve his problem or needs to improve his skills. Or maybe a completely different specialist is needed to achieve this subgoal.
4. Try to assess in advance the obstacles that will arise on the way to achieving the goal. Think about how you can overcome or eliminate them. Not all at once, but gradually, one at a time. Of course, it is impossible to predict all problems. But you will have a plan to eliminate at least some of them.
5. Look for additional resources. New information, new knowledge and skills will help overcome obstacles that at first may seem the biggest. You may have to hire new specialists (marketers, analysts, content managers, business coaches) or your existing employees will need to take training courses, trainings, seminars.
6. Make a general plan of action for the period of time that you have given yourself to achieve the goal. It reflects who and in what terms will solve intermediate tasks, what resources and additional investments will be attracted to overcome obstacles. Based on the overall plan, make more detailed plans for each quarter, month, and even week. Of course, during the execution you will have to adjust a lot in the plan. After all, on the way to the goal you will have new knowledge, experience, and circumstances may change. Most likely, during the implementation of the plan, you will see mistakes made in the preparation. So along the way, you will need to work on the bugs. You may even have to adjust your goals if you realize that so far your resources are not enough to achieve the original ones. But it's not scary. Anyway, you will already go part of the way, gain new knowledge and experience that will help you adjust your goals and move on.
7. Periodically review your goals, methods to achieve them, and resources. This is useful for further rational planning of your path.
8. Consider the price you will have to pay to reach your goal. Financial investments will be required to train employees and purchase equipment. Additional time is needed to supervise the work of the new branch. You may need to cut back on your private time or spend less time with your family. It takes time and effort to complete the training. And involving a partner in business will make you give up the habit of solving everything yourself. Assess your willingness to sacrifice all of this and get out of your comfort zone.

The goal always leads to action, because if you do nothing, then you will not achieve the goal. And vice versa, in order to start acting, you need to set a goal for yourself. There is no better motivation for action.

The corporate culture of the company should include the proper organization and effective achievement of the company's goals. This is necessary to determine the direction of development and ensure the implementation of the company's strategic plan for the near future.

You will learn:

• What are the methods to achieve the goals of the organization.
• What is the most effective strategy for achieving your goals?
• How to achieve your goals with the help of a high corporate culture in the company.
• How visualization can help achieve company goals.
• How to achieve your goals through the practice of kaizen.

Objectives must be clearly defined for each level of the organization, each of its departments and divisions, as well as for each individual employee. And not only current, but also long-term. Only then will employees be aware of what they are doing and what result they should receive, and will be able to give a more accurate assessment of their activities in terms of approaching the goal.

How to understand that the goal has been achieved?

A certain result must be achieved. This is what you should strive for. When a person achieves a goal, it is necessary to set a new task and specify what result is expected. However, the application of this approach is advisable not in relation to one or several employees, but to the entire staff of the organization.

The Strategic Planning Process Cycle (Infographic)

It is necessary to build on the goal of the company, formulated in quality policy. You need to focus on it when setting tasks for departments. And already on the basis of them, the formation of the goals of each sector is carried out, the achievement of which is possible with the help of specific actions. The process is similar for the next stage: the tasks of the lower level are formed taking into account the goals of the higher one. The lowest step is an individual employee, for whom goals, tasks and activities are thus determined. The formulation of individual goals for each employee is not required, you can define team goals.

Setting goals requires taking into account a number of factors:

• goals should be optimal, no need to overestimate or underestimate them;
• it should be possible to objectively measure targets with specific numerical values;
• it is necessary to clearly define the deadlines for achieving the goals;
• there must be a need to achieve goals, they must be useful.

Employees should also be involved in setting goals. But the choice of ways to achieve them is the prerogative of the employee directly. It is on the shoulders of managers to create the necessary conditions for achieving the goal (time, staff, funds). Management assistance (advice) may also be required in the course of work. In addition, it must monitor the timeliness of the implementation of tasks and, if necessary, adjust the goals. Another responsibility of managers is to compare the goals of different departments and avoid competition and contradictions between them.

The task of the manager is to control the execution of tasks, the work process, intervening in it if necessary. If "goal-oriented management" is organized correctly, then it will perfectly motivate the staff, since success can be measured, and the results in achievements will become obvious. The organization will improve communication - both regarding personal success and the results of the entire unit. Coordination of individual goals and objectives with the overall goals of the organization will become real. And if an employee sees that he is involved in achieving a common goal, then he does not get hung up on his own interests. In addition, he understands the work of others better.

Example

In 2009, the management of one organization took measures to achieve planned turnover indicators. The goal was to sell $7 million worth of goods in 5 months. The CEO developed a plan according to which the task of 20 employees for the next 2 months was to call potential customers and communicate with those who had already purchased goods from the company.

Employees had to find out if customers were going to upgrade or expand their computer fleet and purchase software. The call showed that the clients are not against cooperation. The estimated amount of transactions was more than 22 million dollars.

Those who called potential buyers made sure to record their needs if the clients were at least a little interested in the company's products. This information was sent to the department interacting with customers. The employees of the telephone sales division were determined to achieve their goals by all means, and they succeeded. However, as it turned out later, the amount of sales was only 2.5 million dollars.

What caused the failure? An analysis of the achievement of the organization's goals showed that in order to fulfill the plan, employees deleted old records and created new ones, while too optimistic about the likelihood of sales. For example, having called a client in Yekaterinburg, employees found out that he wants to purchase products worth $20 million within 3 months, and plans to purchase $600 million in 2-3 years.

And the system indicated that the amount of transactions with this client for 3 months will be 600 million dollars. That is, there was a replacement of the key goal (sales) with a secondary one (filling the system with data on the expected amount of transactions in the future).

How to achieve goals according to the "Strategy of Ivan the Fool"

A changing economic environment, new technologies and competitors are challenging top managers and employees of companies. Past experience, solutions that have already been tested in practice, do not give the desired effect. The search for new options is associated with risk, so there is a sense of impasse.

To abandon yesterday's actions and solve the problem, use the "Ivanushka the Fool" strategy. How this technology works, learn from the article of the electronic magazine "Commercial Director".

Practitioner tells

To achieve goals, follow the formula "goal - mission - policy"

Eric Blondeau,

General Director of the Russian network of hypermarkets "Mosmart", Moscow

The foundation of an organization's strategy is corporate resources. When building it, I recommend adhering to the formula "goal - mission - policy".

The purpose of the organization must be specified. Every employee should know it. Our goal is to increase the capitalization of the company. The goal is based on the mission, and that one is based on the four postulates of the company:

1. Clients of the multi-format retail chain "Mosmart" receive the highest quality service that meets the most demanding requirements.
2. The goal of the company is to satisfy all the needs of customers.
3. Our organization uses innovative ways of working with consumers and constantly improves them.
4. We have excellent conditions for employees to grow and develop professionally.

The mission is a kind of foundation. Management priorities are based on company policy. Its focus is people, assets, finance and products. Any employee who has been trained by the company is familiar with its policies. Management is entirely determined by it. It even reveals the ability of the organization's personnel to achieve the designated goals, the company's architecture, etc.

Methods for achieving the goals of the organization

The way to achieve the goal (how to achieve it) is considered in a general sense, namely, what activities the organization conducts. In order to avoid confusion and misunderstanding in the process of performing tasks, managers should develop additional plans and specific instructions for achieving goals. The process of implementing all points of the strategy should be debugged.

Formal planning has the following key components: tactics, policies, procedures, and rules.

Tactics. To implement long-term plans, it is necessary to create short-term ones that are consistent with them. Short term strategy is a tactic. Let's characterize the tactical plans:

• The development of tactics is carried out in the development of the strategy.
• Top management usually takes part in developing the strategy, and building tactics is the responsibility of middle managers.
• A tactic is a plan of action for a short period of time, as opposed to a strategy, which is long-term.
• Full disclosure of strategic results may not be possible within a few years, while the results of the implementation of tactics can be detected fairly quickly. They are easy to relate to specific actions.

Politics. Once the strategy and tactics have been developed, managers need to define additional guidelines so that staff do not become disoriented and misinterpret the company's plans. That is, we need to develop a policy.

Politics is a general guide for action and decision making. Its task is to facilitate the achievement of goals.

As a rule, the formation of policy is carried out by top managers. It is being developed for a long time. It directs action towards achieving a goal or accomplishing a task. It explains what methods should be used to achieve the stated goals. Politics helps to keep goals stable and avoid making short-sighted decisions.

Procedures. It takes more than just politics to guide action. The development of procedures by managers is also mandatory. Using the lessons learned to make decisions in the future can be very useful for the organization. Reminders of the past help prevent wrong actions. In the case of frequent repetition of the situation when developing a decision, managers, as a rule, try to use a proven course of action, considering it the right one.

A procedure is a description of the actions to be taken in a particular situation.

Rules. If the plan can only be successfully implemented if the task is completed accurately, then management may decide that there should be no freedom of choice. It can be completely excluded even when there is a possibility of such behavior of employees that can cause undesirable consequences. Rules can be developed by management to limit the actions of personnel in order to ensure that specific tasks are performed in certain ways.

The rule prescribes a certain course of action in a specific single situation.

The difference between rules and procedures is that they regulate the solution of a specific and limited issue, while procedures are guidelines for action in situations in which several sequential operations are interconnected.

• How to lead a team: develop an action plan

An effective strategy to achieve the goals of the organization

A strategy is a set of rules and techniques to achieve the main long-term goal of an organization's development.

When developing a company development strategy, the following requirements must be observed:

• the choice of a strategy can be based on the intuition and experience of management, but how feasible and high-quality it will be depends mainly on the methodology for its development, analysis of the situation and trends in its change, taking into account the main factors of successful development;
• if the development strategy is not based on a specific, understandable and realistic goal, then success will not be achieved; this goal should become the goal of management, a reflection of the potential of the organization;
• people are involved in the implementation of the strategy, therefore, when developing it, remember the need to take into account the human factor. Whatever the ideal strategy may be, it can only be implemented if the staff is interested in its implementation;
• strategy is not only a set and sequence of probable results of activity, but also the ability to distribute its stages in time. The development of a strategy requires the correct calculation of the timing, and its implementation requires the effective use of time.

An organization's strategy is a program that allows for forward-looking management. In this regard, management technologies, the level of personnel training, the socio-psychological situation in the company must correspond to the content of the strategy.

A company may have more than one strategy. Consider the most important - economic. It provides answers to the questions “What and how much to produce?”, “What methods and means to use for production?”, “For whom and when to produce?”

These questions will be revealed if the economic strategy clearly regulates:

• how to explore the conditions of competitive advantage;
• how to study the markets of potential goods and services and choose such areas of activity that will allow the company to be flexible in changing market conditions, that is, to reorient to work in the most favorable economic, legal and social zones;
• how to form an organization's assortment portfolio so that it is relevant and satisfies the individual and production needs of potential customers (both domestic and foreign), and also ensures, on this basis, that the company regularly receives economic profit, that is, one that makes it possible to implement an expanded reproduction program ;
• how to distribute the organization's own funds and additional (attracted from outside) between different areas of activity, so that the productivity of their use (profitability) is the highest;
• how to interact with the markets for factors of production, securities, foreign exchange markets in order to be able to maintain the strategic potential of the company in economic terms at a level that ensures competitive advantage throughout the entire life cycle;
• what should be the pricing policy so that it can ensure the sustainability of the organization in the future, both when operating in traditional market segments and when developing new ones;
• how to detect at an early stage the prerequisites for crisis phenomena both in the country's economy and its industries, and within the organization; how to prevent the insolvency of the enterprise, its collapse.

Establishing the rules and techniques to effectively implement these areas of activity, the economic strategy of the company from the moment when its production profile begins to take shape, and all the subsequent time while it is in operation, should be aimed at maintaining a competitive advantage, preventing bankruptcy, ensuring a good profit in constantly changing conditions.

An analysis of the aspects of economic strategy discussed above makes it possible to understand that it is possible to develop effective strategic decisions only by processing large amounts of information of a different nature, which must first be collected. These are the main activities of the organization when developing a strategy:

• negotiating with various groups of strategic influence, potential suppliers of raw materials and supplies, buyers, customers, etc.;
• direct development of strategic decisions.

Components of economic strategy: commodity strategy; pricing strategy; interaction with the markets of resources, money, securities, reduction of transaction and production costs; foreign economic and investment activity; staff incentives; bankruptcy prevention.

What unites all these components of the economic strategy is that they form the motives that prompt one or another strategic decision to be made and ensure the effectiveness of achieving the organization's goals.

5 golden rules for achieving organizational goals

Achieving an organization's long-term goal can be compared to running a marathon. This is a test of how hardy you are, disciplined and able to focus on the main thing. Following the following rules will help you to reach the finish line with dignity:

Rule 1. The goal must be one

A business should have one long-term goal. Otherwise, a conflict between goals is inevitable, fraught with the dispersion of efforts and attention in several directions.

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Practitioner tells

Don't try to achieve two long-term goals at once

Mikhail Nikolaev,

Once upon a time, we made a mistake when we started simultaneously solving two long-term tasks: to become the leader of wine producers in Russia and to reach self-sufficiency. After a short period of time, it became obvious that these goals contradict each other. It is impossible to make huge profits by producing premium quality wine. Basically, those who make wine in large quantities on the basis of imported wine materials make their fortunes. Self-cultivation of grapes for our production (which we do) requires a lot of money, effort and time. Having understood this and thought it over well, we diversified our business and began to produce high-margin drinks - cognac and champagne. Although the main goal remained the production of high quality Russian wine.

Rule 2. The goal should be as specific as possible.

It is necessary that the degree of achievement of the goal can be measured. For example, the task "expand production" is vague, it needs to be specified: "doubling output in 3 years by launching a new workshop." In addition, an external assessment is important - the opinion of independent market experts and rating agencies. Therefore, another formulation of the task “to achieve the release of products of higher quality” is possible: “to receive a high assessment of experts”.

Reviews, wishes and recommendations of clients, as well as expert assessments help to achieve the goal without going astray and without being tied to momentary profit. You always want to release a simpler product, because it will not affect the sales market. And feedback causes a desire to invest in improving the product.

Rule 3. You need to break the path to the goal into manageable stages

Develop a step-by-step tactical plan, during the implementation of which you need to:

• reduce the cost of production by getting rid of assets that are not a source of stable income and do not have the potential for sale;
• change the assortment portfolio of the organization, which will position itself more specifically. It is advisable to divide your product line into segments (premium, economy);
• increase the margin component of the business.

This plan should be implemented within 3 years. The first year is enough to reduce the cost, the second - to restart the line. For the third year, you need to reach self-sufficiency.

Rule 4

Even with proper planning and accurate determination of the timing of tasks, there is a possibility of objective circumstances that require a temporary suspension of actions or adjustments to the plan. However, a return to the original order is mandatory. The sooner it happens, the better. It is impossible to turn off the chosen path and leave the old tasks unfulfilled, taking on the solution of new ones.

Rule 5. Plans need to be adjusted

On the way to the goal, you are likely to encounter unforeseen difficulties. Be prepared to change plans according to new circumstances.

Practitioner tells

Plans don't always match reality

Mikhail Nikolaev,

managing director and co-owner of the company "Nikolaev and sons", p. Moldavanskoe (Crimean region, Krasnodar Territory)

We didn’t plan to breed brands by price, but after working for a year and analyzing the data, we saw that sales of premium wines are doing just as well as sales of inexpensive wine drinks. When we increased the price of premium wine, which is produced in small batches and has a high cost, we encountered a lack of understanding among buyers: they believed that a domestic drink could not be expensive. Nevertheless, the margin increased - as a result, the payback of the project increased. In the case of the economy segment, we had to work out a compromise solution with distributors, which made it possible to adapt the selling price to the low cost on the shelf.

The payback of this brand became possible due to the growth in sales. As a result, the premium line has become the face of the company, and the sale of inexpensive drinks has accelerated the movement towards self-sufficiency and raised funds for the development of a premium brand.

How can employees help an organization achieve its goals?

For example, you have set a goal. The next stage is to involve personnel in its implementation and assess its ability to reach the end. It is best to have a goal presentation followed by a brainstorming session. Don't lose your temper if you get criticized. Listen to the opinion of each employee. The ability to achieve goals with the help of your employees indicates excellent management skills.

In one of the organizations, sales decreased in 2003-2004. Part of the staff fell under the reduction, other workers were in a state of uncertainty. They needed to develop a new market. Approximately 20 people remained in the state. They organized a meeting, reported on the current situation of the company, and outlined the main goal.

Each employee should offer his own way of achieving the goals and objectives and tell how he would solve the problem in a presentation.

A week later, 20 projects were ready with a description of the specifics of a particular area of ​​work. At the general meeting, proposals of the greatest value were identified. On their basis, a master plan was developed, after which individual goals were determined for each employee. Of great importance was the fact that they practically set them for themselves and therefore were ready to start implementing them.

The new strategy had a strong impact on sales: in the first 3 months, the company's revenue dropped significantly. However, the staff understood what was happening and continued to work hard. The management, assessing the circumstances in which the employees found themselves, allocated funds for their material incentives. By the end of the year, the organization saw a 35% increase in sales.

Practitioner tells

Set goals based on results achieved

Vladimir Mozhenkov,

CEO, Audi Center Taganka, Moscow

When setting goals for both yourself and employees, you need to take the results already obtained as a basis. For example, the sales revenue last year amounted to a certain amount. This means that this year you should achieve slightly higher indicators, but by no means lower. You need to set goals, taking into account the available resources.

If the credit of the organization is equal to 100% of equity, then this should be taken into account when planning. Only their ambitions can be taken into account.

The goal must be quantifiable. You have to serve so many customers, sell so many units of goods. Specify your goals. For example, the goal is to sell 2,000 cars by the end of the year. You will need constant tracking of sales to understand if you are getting closer to the goal. If it is formulated indefinitely, then implementation will be impossible. After setting the main goal, you should break it down into smaller ones.

If the company develops progressively, then this indicates a competent management of it. Let's explain with the same example. Your goal is to sell 2000 cars per year. In total, 10,000 cars were sold in the capital. That is, you occupy 20% of the market volume. Two nuances should be taken into account.

The first- you must sell 2000 cars, even if only 2500 are sold.

Second nuance - a mandatory analysis of the situation after achieving the goal. For example, you sold 2,000 cars, but the total number of cars sold in Moscow is 12,000. That is, competitors sold 10,000, which indicates the need to refine your strategy. To achieve the strategic goals of the organization was possible, it is necessary to constantly raise the bar.

In addition, the achievement of the goals you have outlined is possible only if the organization's staff is motivated for this, and the company's priorities coincide with theirs. This can be achieved by developing a corporate culture, properly developing a reward system, creating a trusting atmosphere, providing the opportunity for personal communication between employees and management.

It is very important for the manager to correctly assess the potential of the employee and determine his priorities. Staff should see their boss as a role model.

How visualization contributes to the achievement of organizational goals

The prospects for visualization as an HR tool for achieving the organization's goals are diverse and large-scale.

In order to effectively manage employees, you need to influence them, using various methods purposefully and dosed for this:

• stimulate them (based on the satisfaction of certain needs and requirements);
• inform (provide information necessary for independent planning and organization of the work process, as well as development);
• to convince (why influence the personal values ​​of the employee);
• to coerce (to take administrative measures in order to force them to fulfill their duties).

The perception of most of these techniques is easier if they are presented visually.

Visualization in the general sense is a set of techniques and methods that allow you to convert numerical information (static and dynamic processes) into a visual spectrum that is convenient to perceive.

Visualization makes it possible to visually and easily demonstrate almost any process, from the personal results of each employee to the overall achievements and strategic plans for the long term.

The high importance of visualization tools is due to several reasons:

1. Visualization tools allow you to present the strategy in an accessible way and describe the company's business processes for staff in a graphical form.
2. In shaping the image of the organization, visual objects play an important role - videos about the history of development, achievements, grandiose plans, a symbol and a logo.
3. One of the best tools is infographics, which provide a simple and visual representation of the results of activities over time.
4. Individual schedules of each employee with indicators of their successful projects (deals, sales, professional achievements) are a good way to motivate staff.
5. The use of video materials, infographics, listening to webinars in the course of professional training is an effective way to improve the level of qualification and acquire new knowledge and skills.
6. In order to create an optimal microclimate in the team and evoke a sense of belonging to a common cause among employees, many market leaders form and broadcast corporate and collective values.
7. A way to motivate employees is gamification. It involves involving them in a corporate game or competition.

This is not all visualization possibilities. Taking into account the fact that now everyone uses mobile devices and has constant access to the Internet, programmers have developed many tools that provide uninterrupted communication with each of the employees of the organization.

Here are examples of just some software that assists in managing a team, able to motivate and inform employees by ensuring their constant relationship:

1. Org Visualization by Nakisa- a program that visualizes the organizational structure. In it, you can view data on all employees, analytical indicators (for HR specialists and managers). Social network is integrated into the software.
2. Data Quality Console- this program allows you to find errors and analyze personnel and organizational data. Its use ensures timely detection of various errors. Their graphical display is provided.
3. success planning is a talent management tool. With its help, it is recommended to select personnel according to key indicators, as well as create a pool of successors.

Kaizen as an effective method of achieving the organization's goals

There is a simple method to achieve a difficult goal: the movement towards it must be slow but sure. The name of this method is "kaizen".

1. Ask small questions. Often the questions that management asks of subordinates are too difficult: “What are your daily actions that will help the company become a leader in the market?” Questions like these make employees nervous. A better way to ask is, “What activities can you suggest to improve the manufacturing process or product?” For example, an American Airlines flight attendant noticed that most passengers left olives in salads uneaten, which she reported to management. After learning that the prices for airline-supplied dishes depend on the number of ingredients in them (they are higher for complex multi-ingredient dishes), the management decided to order a salad without olives. This allowed us to save 400 thousand US dollars.
2. Take small steps. Actions that do not change the usual course of the workflow do not alert employees. The medical center was losing customers: they had to wait too long for their turn, and they moved on to competitors. It was not possible to hire additional staff or limit the duration of the appointment to solve the problem. But the management found a way out: the nurse personally apologized to each patient who had to wait a long time, and the doctor, when parting with him, sincerely thanked him for choosing the clinic. The measures taken led to a reduction in the outflow of patients by 60% in a few months.
3. Solve small problems. One Toyota manager changed the main assembly rule: earlier, when the conveyor was moving, the worker performed only one operation, and quality control of the output was the task of the inspector. After the changes, cords were attached along the entire line, with the help of which the worker could stop the conveyor at any time if a marriage was detected. This allowed to significantly improve the quality of products. Timely identification and elimination of small problems should be a priority. It will help prevent them from developing into a system error.
4. Give out small rewards. The American company Southwest Airlines rewards employees for excellent performance by handing out coupons for products (for $ 5). This practice shows that such incentives are no less effective than expensive gifts and large bonuses. It's easy to explain: large rewards cause an increased sense of responsibility, the creative impulse can go out. Receiving small gifts, people are inspired to work even more productively.

• Efficient Manufacturing and Kaizen: Applications and Results

Practitioner tells

Why you need to help your competitors

Michael Roach,

expert in the application of Tibetan techniques, New York

Among the methods that I like to use, it is worth highlighting the 4-step goal achievement technique. Their Tibetan names are Shi, Samba, Sherpa and Tartuk.

Step 1. Decide on your desires. The thought must be clear. For example, you are the head of a company or your desire is to increase profits by 30%.

Step 2 Find someone who has the same desire and help him. That is, you need to find an owner or manager of a business that you can help grow. This is not easy because we usually see others as competitors and don't want to spend time and money helping them (think of The Coca-Cola Company helping PepsiCo). But this is the requirement of this technique: you need to provide free assistance to a colleague who wants to increase his income. Explain to him your initiative to help disinterestedly with the desire to plant a mental seed. Do someone else's business for one hour a week, such as Friday night. I don’t know how it is in Russia, but in the USA it’s not customary to work on Friday afternoons. Therefore, the hour spent helping others will not negatively affect your affairs. What can you do for others? You can help with the website, marketing, development of a new product.

Step 3 Help in action. For example, while already doing training activities, I found a Mexican competitor training organization whose goal was to launch their own training course. I suggested that she develop a joint program. As a result, the lecture was attended by several thousand listeners.

Step 4 Be glad you helped someone else. In the course of the previous steps, you will plant a seed in your mind. However, it may not sprout if it is not watered and fertilized. How to do it? Before going to bed, think about how you helped your colleagues. If the thought makes you happy, then be sure that it will act on the seed like water and fertilizer. Regular "watering" will ensure quick shoots, and from them will grow what you want.

10 common mistakes that prevent you from achieving your goals

Mistake 1. There is no motivation, and you continue to work on the goal.

Because things cannot be left unfinished.

It really is. And the mistake is not that you do not quit what you started, but that you work without enthusiasm.

And it's not that, working reluctantly, gathering all your willpower into a fist, you spend a lot of time and energy, tuning in to each action for a long time. And the fact that you are doing less and less efficiently, and even if you achieve the designated goal, you (or your customer) will not be satisfied with the result.

Motivation can disappear, no one is immune from this. However, to obtain excellent results, its presence is mandatory until the end of the task.

Mistake 2. The goal is formulated incorrectly

Inaccurate formulation of goals or defining them as desires leads to the fact that they become unattainable physically. And working with them is similar to shooting at a target that is not visible.

If the goal is formulated correctly, then it will sound like a specific result that can be measured, seen or felt. There are various methods that suggest using from 5 to 14 criteria in determining the goal to ensure the effectiveness of the formulation.

Mistake 3. The goal does not match your values ​​or is not yours at all.

An example is the desire of an honest person with the right values ​​to make a quick buck using dishonest means. And he doesn't succeed at all.

Another example: a person's goal is to write a dissertation, although he does not need it at all, but his father insists. Or he wants to buy an expensive car to raise his value in the eyes of his colleagues.

If the goal is not yours, then achieving it will either be impossible or will not bring you joy, a sense of satisfaction and the feeling that you did not try in vain.

Therefore, be sure to analyze the goal for compliance with your values. In case you doubt that it is yours, its transformation is necessary.

Mistake 4. The plan is written in the form of actions. You think like a "processor"

This error is not so easy to notice for people with the process metaprogram. According to the “resulters”, who represent the world in the form of results, achievements and checklists, the “processors” are behind the times. But this is not so, they are simply characterized by “streaming”. For them, full immersion in the process and endless improvement is normal, since there are no specific exit criteria.

If the plan contains a list of what should be done, then its author is definitely a "processor". And the effectiveness of this type of plans is the lowest. They take too long to complete and in most cases they cannot be completed at all.

If you see yourself as a "processor", do not give up. Do not try to transform into a "resultant", because you have your own advantages. Just use the templates developed by the “resulters” when drawing up plans. Then you will be efficient.

Mistake 5. Some steps of the plan depend on circumstances and other people.

If this is the case, do not rule out the possibility that you will fall behind the plan all the time through no fault of your own.

Basically, this is taken for granted by people: “How could it be otherwise? Even shops have opening hours!” But using this approach entails dependence on others. Of course, it is impossible to completely exclude the influence of factors beyond your control, but the plan should definitely not depend on them.

Mistake 6. There is no system in your goals, you grab on to one thing, then another

Imagine that your task is to collect a bucket of water. To fill it, you take water from the lake in a mug. The bucket is your goal and the mug is your daily volume. According to the plan, the bucket will be completely filled, for example, in 20 days.

Now imagine that there are 5 buckets (or more, how many goals you have) and you constantly pour water from a mug into different buckets. And in 20 days, none of them will be complete. As in 40 and 60 days.

The goal will be reached in about 80-100 days. Does it suit you? Most likely, in this case, you will have to give up some goals. Or you will take on everything at once, but you will not get the desired results.

However, focusing on only one goal is also undesirable. It can be compared to eating the same food for 20 days - it will soon get bored. Develop a general plan and a system of priorities.

Mistake 7. The goal is either too big and you don’t know where to start, or too small and doesn’t turn you on.

In order not to be unmotivated, people often set too ambitious goals and do not know where to start achieving them. Or vice versa, they are afraid of big goals and motivation is lost. It may seem that the way out is to find a middle ground, but this is not the right solution.

You need to set a goal so that its scope is sufficient for your inspiration. However, at the same time, it must be achievable and realistic. Don't look at the targets flat, use the nesting doll principle.

Mistake 8. You are constantly distracted, do not keep your focus on the goal.

In fact, this is not an indicator of how well you can concentrate. After all, if a person is interested in what he does, there are no problems with concentration. The difficulty lies in turning the process of achieving the goal into a routine.

To solve it, you need to be able to turn a routine into an interesting process.

Mistake 9. You quickly light up a new target, and then your interest fades just as quickly and you drop the target.

The success of your actions is guaranteed if you are faithful to the designated goal. There is nothing complicated here: if you are not ready to work until you achieve the desired results, then the goal is not yours and you do not need it.

Goals are difficult to work with. The main difficulty is to define YOUR goal. If you can handle this, then the rest will be easy. It's like finding your love.

However, not everyone follows the quality of the goal. Basically, everyone strives to quickly “tick” and score as many of them as possible. Like that's the most important thing...

Mistake 10. You constantly put off starting actions and start them when there is not enough time and energy left for quality work.

The effectiveness of deadline motivation is certainly the highest, but this option is “caveman”. It's time to embrace modern technology.

Information about experts

Mikhail Nikolaev He graduated from the Faculty of Humanities at the University of Pennsylvania, where he studied, among others, French and Spanish, and received a Bachelor of Art degree. In addition, he took courses in accounting, finance, marketing and advertising at the Wharton School, and also completed a number of internships, including at Deutsche Bank and in the marketing department at FC Barcelona. In 2012, he developed the startup project ExpoPromoter in Kyiv, and after its completion he joined the TicketForEvent team as a sales manager and marketer. In January 2013, he became the chief marketer of the Lefkadia company, and in September, he became the General Director of the Nikolaev and Sons trading house.

LLC "Nikolaev and sons" Field of activity: winery. Number of employees: 150. Area of ​​vineyards: 80 hectares. Number of cultivated varieties of grapes: 24. Production volume: 180 thousand bottles of wine of different varieties per year.

Michael Roach- One of the founders of Andin International, bought in 2009 by the Warren Buffett Foundation for $250 million. He is the author of the book "Diamond Cutter" (M.: "Open World", 2005), in which he spoke about the history of his company and systematized the Tibetan principles that allowed it to succeed. More than 3 million copies of this book have been sold worldwide. For the past ten years, he has been holding seminars, teaching Tibetan techniques to businessmen.

Organizational goals, strategic planning

An important step in planning is the choice of goals.

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

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

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

When defining the mission of an organization, consider:

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

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

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

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

Goals are:

1. By scale of activity: global or general; local or private.
2. By relevance: relevant (priority) and irrelevant.
3. By rank: major and minor.
4. By 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 the daily life of the organization in accordance with them.

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

Strategic planning includes four main types of management activities:

1. Allocation of resources: 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.

An effective method of management is the method of management by objectives.

It consists of four stages:

1. Formulating clear and concise goals.
2. Developing the best plans to achieve 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 developing goals, feedback is obligatory, that is, a two-way exchange of information, which is necessary for their coordination 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

The decision on the choice of organizational structure is made by the top management of the organization. The middle and lower levels of management provide initial information, and sometimes offer their own options for the structure of their subordinate units. The best structure of the organization is considered to be such a structure that allows you to optimally interact with the 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 of official duties and assignment of their implementation to specific persons.

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. Such a structure is typical for medium-sized firms or organizations that produce a relatively limited range of products, operate in a stable external environment, 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 solution to the problems associated with taking into account the peculiarities of local legislation, as well as the traditions, customs and needs of consumers. The structure is designed mainly for the promotion of goods to remote regions of the country.
5. 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 of motivation are divided into two categories: content and process.

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

Control

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

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

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

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

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

Control-oriented employee behavior produces more effective results. However, there must be mechanisms for rewarding and punishing. At the same time, excessive control, which can annoy employees and staff, must be avoided. Effective control must be strategic, reflect the firm's overall priorities, and support the organization's 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.

In my term paper, I will consider 3 activities to achieve any goals of the organization:

Many people, having opened their own business, expect big returns, and hence big profits from it. However, contrary to their expectations, often, their only recently opened business is not successful and, accordingly, buyers. Then many entrepreneurs decide to draw the attention of a potential client to their services with the help of an advertising company.

The first step to organizing an advertising company is to decide how much money a person is willing to invest in it. It is the determination of the budget of the entire project that will decide how and with what tools the advertising campaign will be carried out. There is an opinion that a good advertising company will be very expensive. It's a lie. Small firms cannot afford to spend a lot of money on advertising, which allows them to look for new, cheaper ways to promote their product. If previously the most popular way of advertising was television advertising, which could be broadcast throughout the country, now preference is given to local promotions.

It is the conduct of a PR campaign that is the best opportunity to attract a buyer to yourself. After choosing a budget, we choose tools to attract a buyer. In some cases, this may be a press release, inviting the local media. However, in this case, the subject of the message should be prepared, which concerns the company conducting the action.

The downside of such an action is the cost of renting a room, as well as a coffee break. However, if at least a small number of local media from the invitees mention the company as part of their articles. It will bring much more benefit if a person will place advertisements in the same newspapers.

The fact is that many readers deliberately skip sections with advertising, while they will read the article with pleasure and decide to purchase products. Brochures can be another promotional tool.

By placing your product brochures in people's waiting areas, a person will get a good return. In general, the tools for conducting an advertising campaign are diverse and, if used correctly, can lead to a lot of customers for the advertiser.

It should be remembered that conducting an advertising campaign means holding not one, but several promotions in a row. For greater returns, you should use different tools. For example, call a press release and announce a holiday being organized. Present visitors with brochures with information about their products. Thus, visitors will have a pleasant impression of the company and some of them will return for a purchase.

2. Measures to increase loyalty.

The main objective of marketing is to attract and retain customers. Increasing customer loyalty and performs this important function.

In order to attract a client, it is necessary to understand what he needs, to enter into his position, because only in this way the company will be able to offer its client exactly those goods and services that really meet his internal needs. That is why there are various programs to increase customer loyalty.

In addition to increasing customer loyalty in many companies, and especially in large Western companies, it is also important to increase staff loyalty. After all, the more loyal the employees of the organization, the more they value their company, its traditions and corporate culture, the stronger the corporate spirit, the better and more productive they work. An employee who believes that his company is the best, that it produces goods / services that people need, does not need any additional motivation. This saves the company a lot of money. It is for this reason that many companies have entire departments, and even departments, responsible for increasing employee loyalty. However, this was rather a retreat, since further we will focus on increasing customer loyalty.

Methods for increasing loyalty. The life cycle of each company is divided, as it were, into two stages: the first stage is the struggle for fame and recognition; the second stage is the struggle for loyalty. Speaking of loyalty, we primarily mean consumer loyalty - that is, the consumer's commitment to a particular trade mark, brand.

It is also worth remembering that there are two types of loyalty: external (the definition is given above) and internal, when loyalty means the devotion of an employee to his company.

The main ways to increase loyalty:

The more the client knows about the company's services, the more likely it is that he will use them. Various limited-time special offers work well. For example, many seasonal businesses halve the price of a particular product or service to their loyal customers during a period when demand for that product or service drops sharply. Such a loyalty program at the same time helps to increase profits by increasing turnover, and also has a positive effect on the company's image.

2. Constant improvement of the quality of service

In a manufacturing environment, it's hard to make your product or service really stand out from your competitors. In such conditions, a customer-oriented business model works best. Increasing customer loyalty in this case is done not at the expense of the product, but at the expense of the way the product is presented.

The most common way to improve service is to work on improving the skills of the staff who interact directly with the client.

3. Carrying out promotions, contests with valuable prizes.

Contests among buyers of a certain brand or subscribers to a certain service are a fairly common practice. Contests with valuable prizes have a positive effect both on increasing loyalty and on the overall level of brand awareness. Continuous communication with clients (congratulations on holidays, interest in the client's life, holding events for clients).

Increasing customer loyalty can also be: direct and indirect. A direct increase in loyalty includes financial stimulation of customers, for example, various bonus programs, discounts and special offers. If we talk about a direct increase in internal loyalty, then this can be an increase for the length of service, bonuses for the successful implementation of projects. An indirect increase in loyalty can be attributed, as mentioned above, to building relationships with a client at an interpersonal level, when an increase in loyalty occurs due to the characteristics of a person’s psychology (everyone is pleased when they are remembered). Also, for example, a birthday greeting is a great occasion to remind about your company, as well as talk about products. Summing up, we can say that measures to increase loyalty have a positive effect not only on the level of sales and, accordingly, the profit of the company, but also on its image and recognition. It is also widely used to increase loyalty among the company's employees, representing an excellent tool for motivating staff.

3. Conducting courses and seminars.

6. Calculation of net present value (NPV) and payback period

NPV is calculated as the difference between the accumulated discounted income from the sale of discounted one-time costs.

The payback period is the estimated date from which the net present value (NPV) becomes a stable positive value.

Determination of one-time costs, thousand rubles:

2015 - 10.0 + 20.0 = 30.0

Determination of income from the plan - current costs thousand rubles:

2016 (at the end of the year) - 200.0 - 30.0 = 170.0

2017 (at the end of the year) - 200.0 - 30.0 = 170.0

2018 (end of year) - 200.0 - 30.0 = 170.0

2019 (at the end of the year) - 200.0 - 30.0 = 170.0

Substitute in the formula:

3-[(-20)/22.5-(-20)] = 3.47 years = 3 years 4 months 24 days

A plan was developed to achieve organizational goals, and its cost-effectiveness was also calculated.

1) NPV > 0, which means that the plan is in place, and the investment is expedient, all this will pay off and bring profit.

2) The payback period shows the time it takes the investor to return the amount of invested funds. The payback period is the period of time required for the returns generated by an investment to cover the costs of the investment. This indicator is determined by calculating the net income for each period. In our case, the plan begins to pay off in the 3rd period.

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 directions of the company's activities. Mission - the main main goal of the organization for which it was created. The mission of the organization is the basis for formulating its goals. Goals are the starting point for planning.

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

Since the number of goals is large, they need to be systematized. For this purpose, a goal tree is used. When forming a tree of goals, it should be remembered that the achievement of each goal must be organizationally ensured, i.e. for its implementation, it is necessary to create a group, laboratories, department, other units, whose employees are focused on achieving this goal, provided with appropriate resources and perform actions aimed at achieving it.

Effective achievement of goals is built from four stages: 1. Formulation of clear and concise goals. 2. Development of the best plans to achieve these goals. 3. Control, analysis and evaluation of the results of work. 4. Correction of the results in accordance with the planned ones.

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

An organization without purpose is meaningless and cannot exist for any length of time. Numerous studies conducted in recent years show that in terms of importance, goals occupy one of the first places among other components of the organization. Uncertainty in their formulation leads to such serious negative consequences in the organization as the wrong choice of strategic directions (this leads to serious material losses), reduced synergy due to the lack of a common orientation among the members of the organization, disruption of communications within the organization, weakening of integration within organizational structures , the emergence of difficulties in motivating members of the organization, and other serious problems. Thus, goals have the most direct impact on almost all components of the organization's activities. The goals of the organization not only give meaning to its activities and orient in relation to the external environment, but also contribute to the integration of the organization's team based on the unity of aspirations of its members; can motivate the organizational activity of individuals; are the basis for the formation of the organizational structure; represent a source of stability in the organization (a sharp change in goals can lead to serious destabilizing consequences).