Hello my dear readers! Today I want to talk with you on the topic of success, the harmony of our lives. After all, we all want to be happy, to live a full, rich, exciting life, not to know about grief and illness. In fact, all this is real, you just need to take it and do everything possible so that the spheres of human life always interact harmoniously with each other and develop simultaneously.

Our whole life is divided into several parts - spheres. Each of which is responsible for a specific area. When I was looking for information on this topic, reading books and articles, I was a little confused. Each source contained different information, a different number of areas of life. But then it dawned on me that, in principle, a person himself can determine the parts of the balance wheel, which we will talk about in future articles. For one person, recreation and hobbies are one and the same, for another they are completely different states. But, nevertheless, there are clear areas that are required to develop harmoniously, for example, health, career, self-development.

The main areas of human life

I will share my vision, but nothing prevents you from highlighting your areas that, in your opinion, play an important role in life.

So, there are such areas of life as:

1. health and sports
2. home, environment
3. career and finance
4. self-development
5. relations
6. recreation, entertainment
7. inner world

For you, they may have a slightly different look, for example, you can include the point of travel, family, separate career from finance, add emotions and brightness to life. Since you know yourself, no one can know. Dig into yourself, write down your desires, goals, dreams and make up your areas of your life.

The mistake of many people is that they develop only a few areas, or even one, for example, a career, forgetting about their health, rest, children and wife. This introduces an imbalance in the human energy. Over time, this is reflected in his entire environment, and the inner world suffers. It happens imperceptibly, gradually. For example, a person is a careerist, earned money all his life, plowed day and night, tried to be financially independent, but after a while his strength runs out, because he did not care about health at all and forgot what rest is, his wife took a lover, because he did not devote time to her, the children grew up and cannot even remember the happy moments spent with their father. Sad picture, isn't it? I guess no one would like to lend in this situation

This happened for one reason, the illiterate use of their own and the definition of the main areas of life. Remember, if you want to be happy, you need to develop in all directions, no matter how much you want to. Let somewhere you be more active, somewhere more passive, but you must allocate a certain amount of time for everything else for your own sake.

Let's now consider all areas separately, what they include and what they are responsible for.

Health and sports

Physical and mental health is the foundation of everything we have. If we do not have energy, then we will not achieve anything in this life. The ability to move, do something, eat and drink is given to us by nature, but we must use all this correctly. , regular exercise is an endless source of health and longevity. Alcohol and smoking have ruined many good people who could have become leaders and become successful and prosperous.

Home and environment

I pay special attention to this area, although some do not attach importance to it. Why? I don't even suspect, I probably don't think it's that important. But I think very differently. The house and its atmosphere greatly affect the internal state of a person, one might even say it inspires and relaxes at the same time. Competent can free up a huge amount of time for other tasks, especially for women, who spend the most time in this area.

Career and finance

To be successful in a career, to fulfill oneself, to become financially independent is the goal and dream of many of us. This is a very important area of ​​life, although many deny this and argue that happiness is not in money. I agree, you can find happiness in the little things, but it's not for long. In the age of television and modern technology, we cannot want a minimum for ourselves. After seeing a film about nature, we have a dream to visit this place, when we see a beautiful house with a pool, we will certainly want to have the same one. This becomes a goal, and in order for it to come true, money is needed, and money can be obtained with a successful career.

Self-development

This area often remains underestimated and unused. In this concept, I include reading books, studying, passing trainings, master classes, gaining skills, changing myself, giving up bad habits. That is, everything that is aimed at improving yourself and achieving your goals, striving to get closer to your dream.

Relations

The ability to communicate, to build good relationships with loved ones, communicate with colleagues and friends - all this relates to this area of ​​\u200b\u200blife. Our society does not tolerate rude people and impudent people. Our family wants to have constant contact between all family members. Everyone loves honest, fair and decent people. It is very difficult to become such, but it is necessary to strive for this. One of the human needs is communication, conversation, dialogue.

Recreation and entertainment

The name of this sphere of life speaks for itself. The ability to properly plan your vacation, relax and enjoy is very important. It is necessary to forget, distract from problems and think about yourself regularly. For everyone, the concept of relaxation and entertainment is different. For someone to relax, it means doing their favorite hobby, for others to indulge in, for others to travel to unusual places on our planet. Choose an activity that will bring you pleasure.

Inner world

And the last area I would like to talk about is the inner world. He plays a huge role in setting our goals and objectives. Here you can safely include emotions, resistance to stress, motivation, spiritual life.

In order to evaluate our life in all its areas, set the right goals and objectives, correct mistakes and achieve harmony, it is necessary to make a wheel of life balance, but read about how to do this in the following articles.

In order not to miss interesting and informative posts, be sure to subscribe to blog updates!

In the comments, do not forget to write about your areas and areas of life. And yet, all of them mean nothing without each other, their connection is equal to the harmony of life. Do not forget about it. They cannot coexist separately, they are one whole - our life.

See you soon! Bye Bye!

The purpose of the firm, in fact, is the concretization of the mission of the organization. The system of goals of the company includes principles, spiritual values, long-term goals - all this determines the mission of the organization in society. The principles are: 1) the growth of the firm due to the mutual benefit of it and consumers 2) the receipt of profit due to the mutual benefit of the firm and consumers.

Goals- this is a specific state of individual characteristics of the organization, the achievement of the cat. is desirable for her and to achieve a cat. directed its activities.

Classification of the goals of the organization.

An organization can have a variety of goals, especially when it comes to different types of organizations.

1. By level:

Mission strategic goals tactical operational

2. Classification by direction. In this case, the goals are divided according to the nature of the actions that they intend to take to achieve them.

ü The goals of functioning are aimed at maintaining the working condition of the organization and its divisions. Target programs to ensure the functioning contain the tasks of creating a constant flow of resources, maintenance, constant monitoring of the activities of members of the organization. As a rule, such tasks are designed for a long time. Such goals can cause difficulties in motivating the behavior of members of the organization, since their achievement is not associated with one-time efforts, but requires constant effort.

ü Improvement goals. Any goal that includes active action can be considered an improvement goal. Such goals include increasing labor productivity, increasing the share of the organization's goods on the market, etc. Usually, such goals are well understood by employees, but their implementation is not always possible to provide with appropriate resources (especially for deliberately inflated goals). If the improvement goals are unattainable (especially if they were widely publicized in the departments of the organization), negative consequences are possible, which are expressed, in particular, in the loss of the authority of managers, a decrease in the motivation of members of the organization, etc.

ü Development goals are similar to improvement goals, but refer to specific forms of growth, expansion, learning, and progress. These goals may include an increase in the number of new products introduced into production, the introduction of new ideas in the field of management, cardinal

3. Classification in the time domain. Management activities in the organization must be clearly oriented in time, i.e. it is necessary to identify priority goals, constantly monitor how medium-term and long-term goals are being implemented. To ensure the implementation of the entire target complex, the manager needs to properly allocate resources in time, which makes it possible to concentrate efforts at the right points and achieve continuous, progressive actions of the members of the organization. Opportunities for this are provided by the classification of targets in the time domain.

Current goals usually refer to tasks that should be completed within one year. These goals are well perceived by the members of the organization in the event that they are realistically achievable, supported by appropriate motivation. Typically, current goals are a guide to action for organizations that produce products.

Medium-term goals cover a period of one to three years. The goals, the implementation of which is designed for such periods, require a thorough analysis of the operating conditions (primarily the market environment), the existing resources of the organization and the possibilities of attracting them.

Long-term goals usually refer to an organization's planning period of more than three years. Working for the future is not relevant for all organizations.

1. by areas of activity:

ü technological, industrial, marketing, economic.

S.M.A.R.T.

In order to successfully achieve goals, they must be formulated correctly. To do this, there are a number of techniques with which you can set really "quality" goals. One of the most common and effective ways is to set “smart” ( from English. "smart") goals, i.e. goal setting using S.M.A.R.T. criteria...

So the goals should be:

• Specific
• Measurable
• Achievable
• Result-oriented
• Corresponding to a specific period (Timed)

Specific goals (S) The goal must be clearly stated. Otherwise, in the end, a result different from the planned one may be achieved.

Measurable goals (M) If the goal does not have any measurable parameters, then it will be impossible to determine whether the result has been achieved.

Achievable goals (A) Goals are used as an incentive to achieve some goals and thus move forward through success. You don’t need to set goals that, on the contrary, would lead to an increase in stress in your life. It is worth setting rather difficult goals that require effort, but at the same time keep in mind that they must be achievable.

Results Oriented Goals (R) Objectives should be characterized in terms of the result, not the work being done. This is how efficiency is achieved. You can set a goal to come to work an hour earlier, but if you do not determine the expected result from this, then this hour can be spent drinking coffee or just chatting.

Time-bound goals (T) Any goal must be achievable in a certain time dimension.

The entire system of goals of the organization should be an interconnected system, which is achieved by linking goals, building goal tree at the first stage of goal-setting in the organization, the goal of the activity is determined; then (decomposition stage, division into sub-goals) one goal is decomposed into a system of goals for all areas and levels of management and activity. At the very "top" is the common goal (mission) in the "foundation" - tasks, work that can be completed in a known way and within a specific timeframe.

On the basis of the main goal - the mission - the strategic goals of the organization are formulated, that is, a detailed understanding of what the organization wants to achieve in the future. A well-defined mission statement clarifies what the organization is and what it aspires to be, and distinguishes the organization from others like it. Further, within the framework of strategic planning, the allocation of resources, adaptation to the external environment, internal coordination, and organization of strategic foresight are carried out.

Mission----strategic goal----tactical goals----operational goals

Similar information.

One of the best pieces of advice I can give you is to "look forward with confidence - in the direction of your dreams" and set the right goals in life.

Most of us live like the wind - moving back and forth, from one day to the next.

But I believe that our life is not just an accident, and that we should all participate in "designing" it. You could call it lifestyle design.

Ever since The Bucket List featuring Jack Nicholson and Morgan Freeman came out, more people have been writing their own goals list.

Goal setting is not just about writing a list. It is the starting point for designing the life we ​​live. Maybe it's time for you to think about all the big and small things that you would like to accomplish in your life.

Every year, usually in December, people make a list of things they would like to achieve next year. However, these are short term. 100 life goals set you more ambitious goals. Some of them will be short-term, while others may take your whole life to complete. Some tasks you can start and do right away, some will take more time.

100 life goals should be so exciting for you personally that you will have a hard time falling asleep at night! If you're not excited about your goals, then you won't be striving for them at a high enough level.

I will give an example of 100 life goals (both basic and "exotic"), but I highly recommend making your own list. So, be patient...

100 human life goals

1. To start a family.
2. Maintain excellent health.
3. Learn to speak English (with the help of a native speaker or on your own).
4. Visit a new country in the world every year. Visit all continents.
5. Invent and patent a new idea.
6. Get an honorary degree.
7. Make a significant positive contribution to peace.
8. Go on a boat trip.
9. See the earth from space + Experience weightlessness.
10. Make a parachute jump.
11. Participate in a marathon.
12. Create a passive source of income.
13. Change someone's life forever.
14. Participate in the Olympics (or the World Championship).
15. Make a pilgrimage to Israel.
16. Help 10 people achieve their life goals.
17. Give a birth to a baby. Raise a child.
18. Be a vegetarian for a month.
19. Read the entire Bible.
20. Dine with famous people.
21. Speak at a conference (+give a speech in front of more than 100 people).
22. Write and publish a book.
23. Write a song.
24. Launch a website on the Internet.
25. Learn to ride a motorcycle.
26. Create your own business.
27. Climb to the top of the mountain.
28. Learn to play tennis.
29. Explore digital photography and learn how to take photos.
30. Donate blood.
31. Get rid of bad habits (alcohol, smoking).
32. Meet an interesting person of the opposite sex.
33. Own your own 5 hectares of land.
34. Feed the sharks.
35. Find a job you love that won't stress you out.
36. Go scuba diving (go diving or maybe even swim in a submarine).
37. Ride a camel or ride an elephant.
38. Fly in a helicopter or hot air balloon.
39. Swim with dolphins.
40. See the top 100 movies of all time.
41. Visit Oscar.
42. Lose weight.
43. Take your family to Disneyland.
44. Ride in a limousine.
45. Read the 100 best books of all time.
46. Canoeing on the Amazon.
47. Attend all games of the season of your favorite football/basketball/hockey/etc. commands.
48. Visit all major cities in the country.
49. Live for a while without TV.
50. Retire and live a month like a monk.
51. Memorize the poem "If only..." by Rudyard Kipling.
52. Have your own home.
53. Live for a while without a car.
54. Fly in a fighter jet.
55. Learn how to milk a cow (don't laugh, it can be a rewarding life experience!).
56. Become a foster parent.
57. Take a trip to Australia.
58. Learn to belly dance.
59. Start a non-profit organization dedicated to helping people.
60. Learn how to make repairs in the house (and do it).
61. Organize a tour of Europe.
62. Learn rock climbing.
63. Learn to sew/knit.
64. Take care of the garden.
65. Go on a hike in the wild.
66. Master a martial art (perhaps to become the owner of a black belt).
67. Play at the local theatre.
68. Shoot in a movie.
69. Travel to the Galapagos Islands.
70. Learn archery.
71. Learn how to use a computer confidently (or help your girlfriend, mother)
72. Take singing lessons.
73. Taste dishes of French, Mexican, Japanese, Indian and other cuisines.
74. Write a poem about your life.
75. Learn to ride horses.
76. Take a gondola ride in Venice.
77. Learn to drive a boat or boat.
78. Learn to dance the waltz, tap dance, etc.
79. Post a video to YouTube that gets 1 million views.
80. Visit the headquarters of Google, Apple, Facebook, etc.
81. Live on an island + Live in a hut.
82. Get a full body massage.
83. Drink only water and juice during meals for a month.
84. Become the owner of a % share of a profitable company.
85. Have zero personal debt.
86. Build a treehouse for your children.
87. Invest in gold and/or real estate.
88. Volunteer at the hospital.
89. Go on a trip around the world.
90. Get a dog.
91. Learn to drive a racing car.
92. Publish family tree.
93. Achieve financial freedom: have enough passive income to cover all expenses.
94. Witness the birth of your grandchildren.
95. Visit Fiji/Tahiti, Monaco, South Africa.
96. Participate in dog sled races in the Arctic.
97. Learn to surf.
98. Make twine.
99. Go skiing with the whole family in Aspen.
100. Get a professional photo shoot.
101. Live in another country for one month.
102. Visit Niagara Falls, the Eiffel Tower, the North Pole, the pyramids in Egypt, the Roman Colosseum, the Great Wall of China, Stonehenge, the Sistine Chapel in Italy.
103. Take a survival course in nature.
104. Own your own private jet.
105. Be happy in this life.
106. …. your goals...

___________________________________________________

The question may arise: why 100 goals in life - so many? Setting so many goals can really test your motivation and talents in many areas and walks of life. Life is so multifaceted, and goals should demonstrate your discipline and responsible attitude towards it.

You are the one who takes control of your life. And goals are like GPS in life. They give direction and help you choose where to go in this life. Your vision of an ideal future can become a reality.

When you set 100 life goals and then evaluate your accomplishments, you can see what you've done and what you're really capable of. The very process of achieving goals will give you confidence and faith in yourself. After you have achieved one goal, you will try to achieve other goals, possibly higher ones.

You will see the great progress you have made when you look back after a while. Goals are the starting point for success. Just start...

And a good start, as you know, is half the success!

Goal setting is the most important starting point of the management process. An organization is a complex multi-purpose system that is closely connected with the outside world and has a comprehensive impact on it.

The management of such a system requires the definition of the entire set of goals and objectives that it must solve in its daily activities; the products it will produce and the markets it will serve; necessary resources for the implementation of the planned goals and ways to achieve them.

The objective function begins with the establishment of the mission of the organization, expressing the philosophy and meaning of its existence. It usually details the status, declares the principles of work and provides the most important characteristics of the organization.

In management theory, the mission is considered as a very important statement of the leadership, reflecting the socially significant intentions of the organization, as well as giving an idea of ​​​​the scope, key goals and principles of work, about the markets that are in the focus of the organization's interests. The main provisions of the mission, justifying the need for the existence of an organization for society, must comply with the concept of social development.

Systems concepts of a higher level than the organization, as a rule, contain mission statements in the form of long-term development goals. For example, building communism or socialism in a particular country; constant fulfillment of religious canons and rituals as a condition for the perfection of the individual in a deeply religious society; protection of the interests of the nation, etc. Statements at the national level should be understandable and not contradict the deep interests and needs of the majority of people. The advancement of false conceptual provisions and ideas of development that do not have philosophical and common sense (such as “perestroika”, “transition to the market”, “liberalization of the economy”) can captivate society only for a short time, after which they are rejected.

The absence of a single development mission that is understandable to society is one of the factors hindering overcoming the systemic crisis in the Russian Federation. The same applies to enterprises that, under centralized management, did not define their mission, but goals and objectives were set and strictly dictated to them from above. The laws of the market economy that are now coming into force require certain rules of conduct for economic entities. Among them is the publication of the mission of the organization, giving an idea of ​​its purpose, necessity and usefulness for the environment, people and society as a whole. This was quickly understood by domestic organizations, which formulated their missions based on their own vision of future development.

The definition of the mission has not only an ideological meaning, but also has a purely pragmatic character. The mission helps companies succeed if its provisions are of interest to other organizations, suppliers, consumers, ordinary people, inspire confidence and motivate their actions in relation to this organization. In addition, it should be vital for employees and mobilize people to take action to achieve their goals, unite them.

Management science has not developed any universal rules that apply when formulating a mission. There are only a few general guidelines that management should consider. Among them we note the following:

the mission is formulated outside of time x framework, which allows us to consider it "timeless";

the mission should not depend on the current state of the organization, forms and methods of its work, as it is directed to the future and shows what efforts will be directed to and what values ​​will be most important for the organization;

it is not customary to indicate in the mission to make a profit as a goal, despite the fact that profitable work is the most important factor in the life of any commercial organization. But focusing on profit can significantly limit the range of development paths and directions considered by the organization, which will ultimately lead to negative consequences;

the mission is formulated by top management, which is fully responsible for its implementation by setting and implementing the goals of the organization;

there should be no conflict between the organization's mission and the larger system of which it is a part.

There are many approaches to defining the mission and its content, reflecting the assessment of the role and importance of the organization, primarily by decision makers. As already noted, the central point is the answer to the question: What is the main goal (purpose) of the organization? At the same time, it is preferable to put the interests, expectations and values ​​of consumers (current and future) in the first place.

An example is the wording of Ford's mission as "providing people with cheap transportation." It clearly indicates the area of ​​the company's activity - transport, consumers of products - people, as well as orientation to a wide range of consumers. Such a mission can have a decisive impact on the strategy and tactics of the company, as well as public support for its activities. However, it lacks what companies began to pay attention to later - this is a focus on the fundamental differences of this company from others, as well as on its desire to reveal the talents of the people working in it.

Managers and leaders of many large companies believe that organizations should identify themselves in the mission not by the product or service they produce, but by the key purpose, that is, by definition: "who we are and how we differ from others." In other words, what matters is not what the company produces, but what it fights for, what it will do in the future.

For example, Motorola defined its core mission as "using technology for the benefit of people," rather than making television networks or high-end TVs. This wording may seem rather broad and meaningless, but it provides a specific choice of what to produce and to whom to sell. And this allowed the company to develop in directions that its competitors could not imagine, and thereby develop market immunity.

The use of the same approach ensured that foreign publishers publishing monthly magazines (for women and men, as well as developing and teaching for children) quickly spread their products on the Russian market (they almost completely ousted our famous Murzilka and Pictures- coloring pages"). One of the reasons for their success is the publication of a simple and clearly expressed mission: for the women's magazine "Lisa" it is to create the illusion that everything is available in this world, Cosmopolitan magazine promotes the idea of ​​a woman's right to self-determination, "Mickey Mouse" demonstrates the best vacation after school. In accordance with this, journals set goals and objectives, build content, and carry out innovative and marketing activities. Russian magazines, as a rule, do not yet have such strong and simply formulated missions as the basis of their publications, and this is one of the reasons that they are losing market positions (Expert, May 18, 1998, No. 18, pp. 60-63 ).

Many companies introduce statements into the mission that emphasize value orientations, stimulate the work of staff and fill everyday activities with meaning and awareness of its noble goal for the benefit of people.

So, in the value system of the American company ZM there is an “eleventh commandment”, which says: “Do not kill the idea of ​​a new type of product”, and in the mission statement of one of the Japanese companies, such universal principles are emphasized as: “Achieving high skill in all areas - in our goals, products, services, people and our lifestyle”; “Quality is an integral part of our products, our working environment and people”; "Honesty and openness, work in a single team, free exchange of information"; "We want people to be able to say that our company is a great place to work and that it supports and recognizes individual achievement."

In table. 5.1 shows examples of various mission statements borrowed from the practice of domestic enterprises. They are united by brevity and clarity of expression of the main idea, along with a focus on a certain range of consumers.

An example of another approach is the formulation of the mission (philosophy) of JSC "Kirovskiy Zavod" (Table 5.2). In it, the management of the plant identified five main areas of activity that ensure its effective functioning and development. Among them are not only consumer-oriented production, but also the interests of shareholders, business partners and employees, as well as concern for the formation of a stable, economically secure environment.

Vision and goals

The mission forms the foundation for setting the goals of the organization as a whole, its divisions and functional subsystems (marketing, production, finance, personnel, etc.), each of which sets and implements its own goals, logically arising from the overall goal of the enterprise. An equally important point of goal-setting in modern management is the definition of the main

Table 5.1 Organization Mission Commercial

bank Assistance in the formation and development of small and medium businesses in Russia by providing a wide range of banking services, high quality customer service and effective development taking into account the interests of shareholders, customers and employees Jewelry and art company Production and sale of products made of precious metals and stones, accessible to a wide range consumers with different incomes Experimental Design Bureau Our activities are aimed at preserving and developing the scientific and technical potential of Russia, maintaining a high level of development, creating new jobs with a high production culture that preserves and protects the environment Production of equipment for offices Our goal is to solve your problems . We help to solve administrative, scientific and human problems, creating comfort and taking care of your working conditions

company We are ready to invest capital in any area that is profitable and has the potential for further growth aimed at increasing national wealth Examples of mission statements of domestic enterprises

pictures of the development of the organization for the next 10-20 years or the so-called vision of what the organization should become for society in the foreseeable period.

The formulation of the vision is carried out by the top management or the founders of the company, setting themselves the following questions:

How do we want to see our organization in the future?

What is our business now and what will it be like in the future?

Who are the consumers of our products (services) and which group of buyers will the organization target in the future?

In what ways are we going to increase the value of our products for consumers?

The answers to these questions should be carefully considered, as they are the basis for subsequent work on setting the goals of the organization.

Goals are the concretization of the mission and vision of the organization in a form accessible to manage the process of their implementation. Philosophy of JSC "Kirovskiy Zavod" The most important areas of activity Principles of work Production By purposefully improving products, expanding their range, maintaining the required level of output to the maximum extent possible to meet the needs of the market Capital Constantly and flexibly restructuring, increasing the efficiency of the use of equity capital, increasing the profitability of shares Cooperation Yours faithfully treat business partners and work actively with them, expand the scope of business relationships Personnel Be attentive and sensitive to their requests and needs, contribute to the growth of the return of labor External environment To promote in every possible way the formation of an economically and socially stable, environmentally friendly external environment Science and practice have developed requirements which must be taken into account when developing the goals of the organization. It:

clear time frames for which goals are set (long-term, medium-term and short-term);

concreteness of the content and the real achievability of goals;

consistency and consistency with other goals, as well as with the resources required to achieve them;

targeting (who? when? where?) and the possibility of exercising control in the course of achieving the goals.

Grouping goals

Organizations are multi-purpose systems that simultaneously realize several key goals that are important for their existence. Between all the goals there is a close connection and interdependence, which allows us to consider them as a system of goals of the organization. It includes goals of different levels, calculated for different periods of time, differing in content, sphere of influence, significance, etc. To streamline the entire set of goals, their grouping (classification) is used according to certain criteria (Table 5.3).

One of the most important criteria is the period of time for which goals are set. According to this criterion, three groups of goals are distinguished: Grouping of goals of the organization Criteria for classifying Groups of goals Period of time Strategic, tactical, operational Content Economic, social, organizational, technical, scientific, political, environmental Priority High priority, priority, others ) Business environment Internal, external Organizational structure Goals of the organization, goals of departments Functional

subsystems Marketing, innovation, production, finance, personnel, management Stages of the life cycle Creation, growth, maturity, completion strategic, established for a long period (its duration varies depending on the state and sustainability of economic development from one year to 5-10 years);

tactical, which are a logical deployment of strategic goals and are set for shorter periods (from one to 3-5 years for stable development conditions);

operational, which is a specification of strategic and tactical goals to the level of tasks that specific performers must solve in their daily work (within a year, half a year, quarter, month, working day).

The key role belongs, undoubtedly, to the goals of strategic development, which determine the main targets of the organization for a long period. As noted above, they are based on mission and vision; in addition, they should not conflict with the goals of higher-level systems (industry, region, country), which is an important condition for their subsequent implementation.

During the period of socialist construction, the entire hierarchy of goals of the national economy was subordinated to the strategic goals set centrally on the scale of the entire national economy. In some periods, these were, for example, “Restoration of the national economy after the civil war”, “Industrialization”, “Fulfillment of the five-year plans”, “Restoration of the national economy after the end of the Great Patriotic War”. The specificity of their formulations and the nationwide significance strengthened faith in the reality of their implementation.

In the transitional conditions of economic development, the absence of a common strategic goal makes it difficult for the Russian Federation to switch to a model of sustainable socio-economic development that ensures the coincidence of personal and state interests, the full disclosure of people's potential, and the achievement of social stability and social security. As a result, the process of adapting our economy to new conditions may be so delayed that a significant part of the material and human capital will be irretrievably lost.

An important point in the development of the organization's strategic goals is a focus on customer needs, which often predetermines the organization's success in a highly competitive environment.

The tactical and operational goals of the organization are characterized not only by a shorter time and planning horizon, but also by the concretization of plan targets, which most often receive a quantitative measurement, while there are many purely qualitative settings in the strategic goals.

The grouping of goals by content is based on the diversity of the interests of the organization. So, in commercial organizations, economic interests prevail, that is, the desire to make a profit, provide dividends to shareholders and pay employees, etc. In accordance with this, the composition of the economic goals of the organization is formed, in which profit indicators play a key role.

Along with this, any organization sets goals that reflect the social interests of people (training and education of personnel, advanced training and promotion, relationships in the team, conditions and content of work, etc.), planned organizational changes (in the structure of the organization itself and its management system ), transformations in the field of scientific research and technology, etc.

According to their importance, the goals are divided into:

especially priority (so-called key), the achievement of which is associated with obtaining the overall result of the development of the organization;

priority, necessary for success and requiring management attention;

the rest, also important, but non-urgent goals that require constant monitoring.

I. Ansoff calls the allocation of goals according to their priority management based on the ranking of strategic tasks and proposes a scheme for establishing ranks. To do this, all tasks are divided into four categories: a) the most urgent and important tasks that require immediate consideration; b) important tasks of medium urgency that can be solved within the next planning cycle; c) important, but non-urgent tasks that require constant monitoring; d) tasks that are false alarms and do not deserve further consideration. This work is carried out by senior management in conjunction with the planning service, after which urgent tasks are transferred to specialized units for study and decision-making, which are controlled by senior management from the standpoint of possible consequences. Top management continuously reviews and updates the list of problems and their priority, while the tasks of the fourth group are “rejected” after an appropriate analysis (Ansoff I. Strategic management. M., 1989, p. 56-57).

Grouping goals according to the criterion of repeatability is important for developing ways to achieve them. For permanent and periodically recurring goals, as a rule, methods are developed, there are resources and people who are able to implement them. For example, production cost planning is a routine, structured task that is solved at a certain frequency, according to pre-designed instructions and using standard information. New or one-time goals require special attention of the management, since for their solution it is necessary to re-create the methodological apparatus, train people, attract new types of resources, including information ones.

The ratio between recurring and one-time goals in organizations is changing: under the influence of a high rate of change in the business environment, there has been a clear trend towards an increase in the proportion of new goals that organizations are trying to balance by formalizing the solution of an increasing number of goals that are solved with a certain frequency.

In modern conditions, each company is connected by many communications with other organizations that make up its business environment and have a direct or indirect impact on it. According to this criterion, all goals are divided into internal goals of the organization itself and goals related to its business environment - suppliers, investors, trade organizations, banks, insurance agencies, etc.

Grouping goals according to the criterion of the organization's structure allows, along with a group of goals for the organization as a whole, to identify and formulate the goals of its structural units. If the enterprise maintains a production and shop structure, then for each production and shop as independently functioning units, their own goals are set. With a divisional structure, goals are set for divisions specialized in products, markets served or categories of consumers. The specificity of developing goals at this level consists, on the one hand, in the need to coordinate with the strategic goals of the organization as a whole, on the other hand, in taking into account the real possibilities for distributing tasks between structural units of the next, lower level. Decomposition of goals is carried out by moving from top to bottom. The logic of the goal-setting process emphasizes the importance of coordinating the efforts of the administrative apparatus in setting agreed and realistically achievable goals.

A functional approach to managing organizations requires setting goals for the work of all functional subsystems - marketing, production, personnel, finance, etc. Top and middle-level managers take part in this process, who must coordinate their functional interests with the organization's development goals.

Consider, as an example, a possible range of interests and goals of the functional subsystems of an organization.

Marketing directs its activities to create demand, and this determines the target orientation of this subsystem:

determining the needs of customers in the products and services of the enterprise;

development and specification of new product parameters;

development of new markets;

distribution and delivery of products to consumers;

control over changes in consumer tastes and demand;

collection and analysis of product information;

Setting marketing goals is associated with a detailed study of supply and demand for products manufactured by the enterprise and designed. In addition, the situation in already developed and new markets should be carefully studied. Therefore, the work should be performed by qualified specialists in market research, forecasting and planning, who own the relevant information and methods for developing target models. The composition and number of these specialists depend on the ability of the enterprise to independently carry out this complex and highly professional work. If resources are limited, outside consultants, innovation experts, information technology experts, advertising experts, etc., should be brought in.

The production subsystem includes such activities of the organization as:

receipt, storage and distribution of equipment and other means of production;

transformation of resources into the final product;

storage and distribution of products;

after-sales service.

When setting the goals of this subsystem, it is necessary to take into account the variety of types of work performed. Thus, pre-production preparation is associated with the acceptance of goods, raw materials, materials, storage in warehouses, and inventory management. The production itself requires the organization of the transformation process, assembly work, quality control, packaging, maintenance of working systems. Work with the final product (post-production logistics) is associated with the placement of finished goods in the warehouse, with the processing of orders and the delivery of products to customers. After-sales service requires repair work, organizing the supply of spare parts

parts, accounting for malfunctions of the final product, etc. The goals of this most complex subsystem are set in the form of a system of indicators reflecting the volumes, assortment and quality of products, productivity, costs, etc.

The subsystem associated with research and development implements the goals of innovation in the enterprise. Its target orientation is:

search for new types of products and services to replace obsolete ones;

determination of the objectives of scientific research and development;

introduction of innovations;

modernization of all areas of the enterprise.

The personnel subsystem is aimed at working with the workforce and forms its own system of goals for:

constellation,

learning,

promotion,

wages of employees,

creating a favorable climate and a common interest in solving the problems of the enterprise.

The finance subsystem directs its activities to the organization:

financing,

lending,

fulfillment of tax obligations,

budgeting (for the enterprise, its divisions and programs).

The subsystem management (administration) has as its key task the activation of employees for the effective achievement of the goals of the organization, excluding the waste of time, resources, talents. To do this, attention is focused on:

management of interpersonal relationships;

organization of information flows within the organization and with the external environment;

development of methods for making managerial decisions that ensure the optimal use of human and other resources necessary to achieve the goals of the organization.

The goals of the organization change significantly at different stages of the life cycle: creation, growth, maturity and completion (decline). At the first stage, any company aims to:

enter the markets;

establish business relations with partners (suppliers, trade organizations, etc.);

find the necessary funds for start-up activities and business organization;

For the second stage - growth - the priorities are those that reflect its successful positioning in the market and satisfactory financial results. Among them we note:

further expansion of the field of activity and markets;

achieving stability and profitability, including through new business areas;

improving the management structure, attracting qualified professionals in marketing, production, finance, etc.;

strategic planning of activities;

search for new financial sources to support growth.

At the stage of maturity, the objectives of the organization are related to:

financial control;

using the competitive advantages provided by the scale and high growth rates;

further improvement of the management structure;

organization, introduction of new systems and management methods (by goals, quality, control, etc.).

The goals of the final stage of the life cycle are related to the solution of the following problems:

complete cessation of activities and, as a result, the sale of property and the dismissal of employees;

sale of the company to another owner and adaptation to the stage of the life cycle of the new organization.

Goal Tree

The number and variety of goals and objectives of the organization are so great that no enterprise, regardless of size, specialization and form of ownership, can do without a comprehensive, systematic approach to determining their composition and relationships. In practice, this is done by building a target model in the form of a tree graph - a tree of goals. The goal tree allows you to describe an ordered hierarchy of goals and objectives, resulting from the decomposition of the main goal of the organization (Fig. 5.3). The following principles are used for this:

the main goal, located at the top of the graph, should contain a description of the final result;

when deploying the main goal in a hierarchical structure of goals, the following rule is observed: the implementation of subgoals of each subsequent level is a necessary and sufficient condition for achieving the goal of the previous level;

the number of decomposition levels depends on the scale and complexity of the goals set, the structure adopted in the organization, the hierarchy of its management;

when formulating goals at different levels, the desired results should be described, and not how to achieve them;

subgoals of each level should be independent of each other and not derived from each other;

the foundation of the tree of goals should be tasks, which are the formulation of work that can be performed in certain ways and within predetermined deadlines.

3rd level

2nd level

0th level of decomposition

1st level

Rice. 5.3. Tree of goals of functional subsystems by levels (on the example of production)

The number of decomposition levels depends on the scale and complexity of the goals set, on the structure adopted in the organization, on the hierarchy of building its management. An important point in goal setting is modeling not only the hierarchy of goals, but also their dynamics, especially when developing strategic plans for an organization.

The target model of the organization is the initial basis for determining the volume and types of managerial work that ensures their achievement. It is the basis for the development of a system of plans, on the basis of which the next most important general function of management is carried out - organization. Its task is to create real conditions for achieving the planned goals. Often this is due to the restructuring of the organization's structure and its management system to increase their flexibility and adaptability to the requirements of a market economy. New links are being introduced into the structure, including those related to the need to study the market and develop an organization strategy. Organization also includes the division into parts and delegation of the implementation of a common management task by distributing responsibility and authority, as well as providing everything necessary - personnel, materials, equipment, premises, funds, etc.