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 the volume of production need to 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 old 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 time frame 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.

Dudka B.A. General Director of the Consulting League of Donbass
Vishnevsky A.S. junior researcher at the Institute of Industrial Economics of the National Academy of Sciences of Ukraine
Published in "Bulletin of Donetsk National University", series B "Economics and Law" No. 2, 2012

In the modern world, strategic management is widely used by companies aimed at long-term results and survival in a continuously changing economic, political and social environment. Strategic management ensures the consolidation of company resources and acts as a key element of its manageability by objectives (MBO-management by objectives).

The active development of this direction began in the second half of the 20th century, and among its founders one can note I. Ansoff, K. Andrews, R. Ackoff, G. Mintzberg and M. Porter. Since then, there have been four stages in the development of the theory of strategic management, including the modern stage, based on the formation of a new paradigm of strategies for the post-industrial economy. The main resource of the post-industrial economy is knowledge, the bearer of which, first of all, is a person, whose motivation and goal-setting remain ambiguous and contradictory. Therefore, the task of expanding the possibilities of involving employees in the processes of creating a strategy is relevant for strategic management, which led to the conduct of this study.

The very concept of "strategic management" has many different interpretations and interpretations. For example, A.M. Dolgorukov gives the following definition, strategic management is strategic planning with feedback, i.e., figuratively speaking, it is an activity aimed at achieving an important goal, which is presented in the form of three things: maps of the area (strategy); a route that indicates the direction of movement (strategic plan); instructions for key figures explaining how to behave in the face of uncertainty. Another approach is presented in the definition of G.B. Kleiner, where strategic management is an enterprise management system based on strategic planning, supplemented by a mechanism for coordinating current decisions - tactical and operational - with strategic ones, as well as a mechanism for adjusting and monitoring the implementation of the strategy. As can be seen from the definitions, strategic management is a process, and it can be considered in two directions. The first is the design of this process, the second is its operational efficiency.

Design issues include the very mechanism of building a strategy, its regulation, the quality of goals, etc. The document itself called "strategy" requires constant updating: it was adopted, but new information was received, then it can already be changed taking into account new information, and the frequency of an effective strategic cycle depends on the rate of change in the company's external environment.

Operational efficiency in the general sense can be attributed to the effectiveness of achieving the set goals, which is closely related to the motivation of the personnel implementing this strategy. At the same time, the company's personnel have their own goals, sometimes explicitly formalized, and sometimes not. This allows you to consider and evaluate the possibility of harmonizing the personal goals of employees and the goals of the company (hereinafter referred to as corporate goals).

However, the question of the influence of strategic management on the motivation of employees remains poorly studied, which led to the formation of the purpose of the article. The purpose of the article is to identify ways to harmonize personal and corporate goals and their practical expediency for the company and employee.

A person's motive is an internal process that creates a new form of behavior in relation to the forms already existing in him, based on reflex-instinctive activity and activity based on patterns, leading to the setting of a new goal. The factors that form the motive are only initiated by changes in the external environment, and the formation of the motive itself occurs along a complex psycho-physiological chain under the influence of exclusively internal aspects, which include taking into account the achievement of the goal; preferences (inclinations, interests, claims); moral control (values, ideals, beliefs, attitudes); psychological defenses and blocks; regulatory and evaluative emotional processes; semantic processes of formalization and rationalization of desires, sensations). These internal processes are not subject to correction with the help of external stimuli, or such correction is significantly complicated and protracted in time, since it requires a change in stable psychological structures, such as previous experience, stereotypes, values, attitudes, claims, inclinations, ideals, beliefs. Therefore, the only practicable way to obtain motivated employee behavior that is aimed at the benefit of the company is to align the employee's personal life goals with the corporate goals of the company.

Considering that the company and the employee may or may not have strategic goals, it is possible to consider four situations of interaction between the employee and the company in this matter (Table 1), which were conventionally designated "A", "B", "C", "D ”and correspond to the cases (“The company has strategic goals”; “The employee has no strategic goals”), (“The company has strategic goals”; “The employee has strategic goals”), (“The company has no strategic goals”; “ The employee has no strategic goals”), (“The company has no strategic goals”; “The employee has strategic goals”).

Table 1. Personal-Corporate Goal Alignment Potential Matrix

Strategic goals of the company	Employee strategic goals
	Not	There is
There is	"BUT" The company and the employee cannot align their goals. The company can use the employee for its own purposes, the employee does not.	"AT" The company and the employee can agree on their goals.
Not	"WITH" The company and the employee cannot align their goals. The employee simply performs duties, and the company - operational plans.	"D" The company and the employee cannot align their goals. The employee is in a state of uncertainty regarding the possibility of realizing his goals in the company, because there is nothing to compare them with.

Let's consider all four cases separately, from the point of view of the company and from the point of view of the employee, as well as their potential actions, from the point of view of individual usefulness and the logic of scenario behavior.

With option "A", the company uses the employee as a blind tool. In this case, on the one hand, the company loses the potential for additional motivation, as in the case of "B", but, on the other hand, it does not need to spend resources on coordinating divergent goals between the company and the employee. At the same time, the employee can fill the vacuum of his own goals with existing corporate goals.

In case "B" If the goals of the employee and the company coincide, at least partially, a motivating effect is created from the employee's activities in the interests of the company, which automatically leads to the realization of personal goals. If the goals (partially) have been agreed, employees must be distributed in such a way that their work combines the achievement of both corporate and personal goals. However, from the position of an employee, it is possible to coordinate goals unilaterally. In fact, a dilemma arises: why disclose your goals, if you can keep them secret and negotiate on an individual (unilateral) basis. In this case, all the motivational benefits from coordination for the employee remain, however, the company cannot use the goal-setting of employees in personnel management. However, if the employee uses this option, then the results and the course of his actions will indicate a discrepancy between the stated and actual goals, which will lead to the termination of a constructive cooperation between the employee and the company. The way out of this situation will be a change of work by an employee.

Option "C". The employee and the company do not experience any discomfort, because Neither the company nor the employee has goals. The efforts of the employee and the company are aimed at fulfilling operational tasks.

Option "D". From the perspective of an employee, Option "D" is very interesting, because contains threats and significant opportunities. On the one hand, if an employee sees how at this stage the company allows or increases the chances of achieving personal goals, he can use it to the maximum advantage for himself, without guilt and any moral obligations. This is what most employees do, whose goals lie in the instrumental area (as a rule, the company is considered as a source of money). Such a goal is competing with the company's goal and even if agreed upon, has a negative effect. For example, an employee bills the company for every step they take. On the other hand, an employee may not understand where a company that lacks strategic goals is heading, which increases the degree of uncertainty in his future, and contributes to the search for a more purposeful employer.

Potentially, option "B" carries the greatest number of opportunities for the company and the employee, so a deeper study is needed. According to the classification of A. I. Prigozhin, setting goals for a person (similarly, as for a company) can be of three types and depends on the factors that generate these goals (see Table 2).

Table 2. Setting personal and corporate goals according to A.I. Prigogine

And the goals themselves can be divided into resource goals (providing vital activity, intermediate, analogue of hygienic factors) and terminal goals (goals of self-actualization), which have essentially different sources of occurrence. Similar to the factors indicated by A. Prigogine, resource goals are set under the influence of the external environment and competitive factors, similarly to type I and II goals from Table 2, terminal goals - under the influence of exclusively internal factors (type III goals from Table 2). This division into two types of goals is legitimate in relation to both the goals of the company and the personal goals of a single person. The source of the emergence of resource and terminal goals lies in the field of hygienic factors and motivators, the two-factor theory of F. Herzberg. This observation made it possible to correlate the types of goals of A. Prigozhin, their types by the nature of their occurrence, with the typological model of employee motivation, according to the concept of prof. Gerchikova V.I. (see fig. 1).

Picture 1. A scheme for harmonizing the goals of the company and the employee, depending on the motivational types.

After the analysis, it became possible to draw a conclusion about the formation of resource goals exclusively by environmental factors. Resource goals correspond to I and II types of goals (passive goal-setting), they are stimulating for lumpenized and instrumental motivational types. Resource goals, in most cases, serve to ensure hygienic factors, are competitive, due to limited resources, and are applicable to both the organization and the individual. Coordination of company goals and personal life goals of the staff is inefficient in the field of competition for a resource, since in this case the goals will be diametrically opposed.

It can be assumed that lumpenized and instrumental motivational types manifest themselves exclusively situationally (dictated by situations in the external environment) and can temporarily manifest themselves in personnel of other dominant motivational types during such “environmental pressure”, or permanently in people who do not have terminal life goals. The development of a person and the setting of terminal life goals by him means a decrease in the significance for him of situations of pressure from the external environment. At the same time, lumpenized and instrumental motivational types will be transformed into professional, patriotic or economic types, which are attributed by prof. Gerchikov V.I. to attainable motivational types.

In the field of terminal goals, the alignment between corporate and personal goals will be effective. Coordination of the terminal goals of the company and the employee leads to:

• creation of motivated behavior of employees aimed at achieving the common goal of the company-employee;
• improving the process of cooperation in the company's team, since the terminal goals are, as a rule, not competitive: in the process of achieving there is no struggle for possession;
• transformation of situational motivational types: from lumpenized and instrumental to sustainable achievement motivational types created by internal factors: professional, patriotic and economic.

The coordinated work of people of stable motivational types generates loyalty to the company, since it is possible to “buy out” such personnel only by re-aligning their life goals with the goals of another company. At the same time, it is necessary to achieve all the intermediate resource goals that are responsible for its vital activity (hygienic factors).

It should be noted that, in the case of achieving their own goals while simultaneously achieving the goals of the company (consistency), the employee also exchanges his work for additional benefits that he receives when achieving personal goals. In the event of a complete lack of alignment between personal goals and the goals of the company, the employee and the company are forced to resort to assessing the value of the employee's labor exclusively through money. In this case, the personal goals of the employee lie outside the company and his motivational orientation is instrumental in nature, i.e. he considers work in the company as a tool for achieving intermediate goals - the exchange of labor for a monetary equivalent, which will subsequently be spent by the employee to achieve true personal goals. From the foregoing, we can conclude that the exchange of a measure of labor in the company for the amount of its monetary equivalent while achieving personal strategic goals (for example, the development of professional and personal qualities, travel during business trips, etc.) will lead to motivated behavior of the employee, for due to the use by him in the process of activity of internal factors that form personal goals. This, in turn, will increase the employee's motivation to achieve symbiotic goals (company and personal).

Based on the results of the analysis, taking into account the peculiarities of the strategic management process itself, it is possible to identify limitations in the possibilities of coordinating corporate and personal goals:

• the goals of the employee and the company are constantly being adjusted, and sometimes they change dramatically;
• the number of employees can exceed hundreds of thousands, and finding out personal goals, formalizing them and aligning them with the goals of the company can be a very time-consuming process;
• employees may be reluctant to share their life goals with the company, colleagues, management, etc. Disclosure of true personal goals can have negative consequences for the employee. His personal goals may directly compete with the goals of direct management or higher employees;
• for the company, a detailed version of the strategy, which describes how to achieve strategic goals, is a trade secret;
• the company should focus not only on employees, but also on other stakeholders who may have opposite expectations regarding the goals of the company.

Given the indicated limitations, it is worth considering the practical implementation of goal alignment.

Goals should be agreed on an ongoing basis at least as often as updating the strategy itself, taking into account the movement of personnel. At the same time, the relationship between the coordination of personal and corporate goals in the context of staff turnover looks ambiguous. On the one hand, if the goals coincide, then key personnel will be consolidated within the company, on the other hand, the understanding by a valuable and useful employee for the company that his goals cannot be realized within this company will push him to look for another company as employer. This situation plays a regulatory role, excluding disloyal employees from the company, which should be considered a boon for the company.

Aligning personal and corporate goals for a company with several thousand employees grows into a huge project that requires a lot of resources. It is impossible to cover all employees. So, it is necessary at the first stage to identify key employees. At the same time, non-key employees will eventually move up the career ladder, becoming key ones, which requires identifying their goals before they move. A similar procedure will need to be applied to staff recruited from outside for key positions.

The goals to be agreed can be diametrically opposed. For example, an employee in position X may have a desire to earn at least Y, while the company's personnel policy suggests the possibility of paying only in the amount of Z (Z

When agreeing on the goals of the employee and the company, all of them must meet the SMART criteria, i.e. be specific; measurable; achievable; realistic and time-bound. This approach was proposed by J. Doran more than 30 years ago, it is built simply and logically and has managed to prove itself well, having found wide application. However, as practice shows, even now it is not always used correctly, and therefore the goals that are in the process of being agreed upon must be subjected to appropriate verification.

Let's consider a specific example. As a potential employee, we will choose J. Rockefeller, who, as they say, even in his youth was able to formulate his personal goals very concisely, in full accordance with the SMART criteria, long before they appeared (Table 3).

It is necessary to focus on the fact that the goal of “earning $100,000” should not be considered as an exclusively resource-based one. 100 thousand dollars in the days of Rockefeller was a fairly significant capital.

Table 3 Checking for compliance with the SMART criteria for personal goals of J. Rockefeller

* S - specific; M - measurable; A - achievable; R realistic; T - defined in time

The goal of "gaining capital" is not related to pure consumption and the satisfaction of physiological needs, but is a resource that can be used to achieve other goals. At the same time, the process of accumulating and increasing capital is a long process, performing which a person achieves self-improvement, pleasure and self-realization. We want to emphasize that the goal of "receiving wages" differs significantly from the goal of "creating capital": the first of the goals is exclusively resource, the second can be both resource and terminal.

The Metinvest Group, which is the key asset of System Capital Management JSC, was chosen as the company to agree on the goals. An analysis of the goals of the group is presented in Table 4.

Table 4 Verification of Metinvest Group's public strategic goals for compliance with SMART criteria

* S - specific; M - measurable; A - achievable; R - realistic; T - defined in time

The discrepancy between the goals of the Metinvest Group and the SMART criteria is due to their publicity. These goals are designed for an external user and within the company they are specified. However, even if these goals are brought to the SMART criteria, they cannot be reconciled with the personal goals of the potential employee of J. Rockefeller discussed above. The achievement of the first personal goal is related to the level of the proposed (current and potential) salary and the opportunity to create your own business in the future, and the second is more likely to be related to the conditions and nature of the work. Both goals of the employee are resourceful for the company and correspond to hygienic factors. The company's goals are ambiguous. The goal of “maximizing the value of the mining and metallurgical business of the SCM Group” is clearly a resource goal, while the first two require specification. This confirms the fact that resource and non-specific goals are not aligned.

As a terminal goal, one can imagine the creation of a fundamentally new product or a fundamentally new process. For example, entire countries worked on a human exploration flight into space or a landing on the moon, and participation in achieving success was experienced by all their citizens.

Findings. The most realistic approach to aligning personal and corporate goals is to create opportunities for key employees to align corporate and their personal goals by assisting these employees methodologically, as well as providing timely access to relevant strategic goals. In this case, the company will be able to receive feedback, based on sociological monitoring, in order to obtain a guideline to what extent and what its goals are shared and welcomed by key employees, which will improve the quality of motivation up to a change in motivational types. The most successful for coordination are the terminal goals that meet the SMART criteria, are public and can be openly broadcast to the company's employees.

By virtue of his official position, the manager cannot unambiguously interpret the purpose of the organization (he has to use the method of dual formulation of the goal), i.e. the goal that he defines for the organization he leads is one, but he has to formulate it in two forms. These forms are interrelated, interdependent, but it is important for the manager to understand the differences between them.

The fact is that the results (effect) of the functioning of the organization are manifested in the external (but not in the internal) environment, i.e. outside the organization itself - in the market. The goal of the organization in relation to such a fragment of understanding (or reasoning) is referred to as the non-organizational goal.

However, such an extra-organizational goal is achieved only on the condition that a certain result of the functioning of the organization will be supplied to the external (for the organization) environment - with certain qualitative and quantitative characteristics. Therefore, the goal as an internal variable (or intra-organizational goal) is another form of describing the result that the organization seeks to achieve.

The non-organizational goal is the expected result (effect) of the functioning (stay) of the organization in a certain business environment. For commercial organizations, this goal is most often expressed as:

a) in monetary form - through fixing the expected profit or income;

b) in a relative form - through fixing the share of own goods in the total volume of goods of the same type sold on the market with the minimum allowable profit or income fixed at the same time.

Therefore, the non-organizational goal is a description of the expected result of the delivery of the product of the organization's activity to the external environment in monetary form or in the form of fixing its market share while fixing the minimum allowable profit or income.

Formulating the organization's non-organizational goal in this way, the manager describes the result of the organization's stay, or rather, the product of the organization's activity, in the external environment, the result of the external environment's perception of the product (goods) supplied by the organization. The goal in this form is to make a profit at a certain level (in size). However, this goal can only be realized outside the firm, in the external environment, i.e. on the market - and not just on the market, but on the market at the time of the transaction, when an agreement has already been reached on the price of the goods with the buyer, when the seller (manufacturer) can actually feel the income in monetary form from a quantitative point of view.

An extra-organizational goal can be achieved only if a product of a certain quantity and quality is supplied to the market (to the external environment). Therefore, within the framework of the organization, the task is to produce a certain quantity and necessarily with certain qualitative characteristics.

The intra-organizational goal is a quantitative and qualitative description of the expected result (a result that does not yet exist in reality, but which is fixed at the level of imagination at the time of making a decision about the goal of the organization). It is in this form (most often) that the goal is communicated to the performers (the manager, as a rule, says: "We need to produce such a product, such a quantity and such a quality").

Setting a goal in monetary form for the performers - for those who directly produce the goods (for example, before the carpenter), and are not responsible, for example, for the sale of the goods produced - is at least pointless, because achieving the goal in monetary form is the goal of the manager himself and management staff (but not the same carpenter). Such formulations are interdependent, interrelated, but they must be distinguished. First of all, it is necessary to specify the concept of purpose. The goal is the result of production, but existing so far only at the level of imagination, consciousness, but not in reality. The goal is the result, which is not yet available, but which must be obtained in a really tangible form. It follows from this: when formulating a goal, we formulate a result that does not exist, but which will be achieved or should be achieved.

However, when workers involved in the production process turn to the entrepreneur with the question: "Chief, what is our goal?" - he cannot answer them what size of profit he dreams of. They would like to hear something different. Profit, its size and form of receipt (from their point of view) is the business of the manager himself, this is not their function. By asking what their goal is, they want to know what and how they should do as professionals. "What" and "how" - this is the internal goal of the company, which (from this point of view) in a more precise sense, we can characterize as quantitative and qualitative parameters of the result - a result that does not yet exist in reality, but which must be achieved. Therefore, in this case, the goal can be formulated as follows: "We must produce 100 desks with such and such qualitative characteristics (such and such a model - according to these drawings, etc.)". From the point of view of the manager, the internal goal of the company is the program that he sets for his production, analyzing the situation on the market: today the situation is such that desks would work well, their price is high, demand is high, 100 tables a day could be would be free to sell ... Carrying out his thoughts approximately in this form, the manager comes to the conclusion what, how much and what quality products should be produced by his company so that sufficient (from his point of view) profit could be obtained on the market. A decision like "what, how much and what quality" is the program of production that he sets, and such a program just appears in the form of an internal goal.

By the way, the concept of goal (in its general form) can be expressed in another way, through the so-called positioning, i.e. through fixing positions:

a) at the time of formulating the goal;

b) at the calculated time moment through the formulation of the prototype of your company in relation to the future time moment, as well as through the fixation of those mandatory actions, the performance of which is the only one that can transform the company from its starting position (state) into the state (position) of the formulated (developed) prototype .

The goal, therefore, in the view of the entrepreneur is always associated with the concepts of the starting position, the desired state and those actions that must necessarily be carried out to achieve such a desired state. There are, as you know, two possible forms of organization of the productive process - marketing and sales (or "imposition").

When using the marketing concept, the manager first studies the market - what, at what price and under what quality parameters - could bring the organization the greatest benefit (profit) under the prevailing conditions and whether it is possible to produce all this with the characteristics identified during the market study for his organization. If the manager comes to the conclusion that the needs of the market and the capabilities of the organization are fully balanced, then he fixes what income (at least) could be received, given the current market situation.

For example, today the situation in the market is such that the sale of one stool gives a profit of 3 rubles, and a chair - 5 rubles. It would be possible to realize 150 chairs. Not only can I not produce 150 chairs and stools at the same time, but it is also impossible for me to produce 150 chairs - I can only produce 100 chairs, which, of course, makes it possible for me to get 500 rubles. arrived. But in order to get these 500 rubles, it is necessary that my organization produces 100 chairs, and not just chairs, but with such and such qualitative characteristics. Therefore, I will set a goal for my performers - to produce 100 chairs of such and such a quality, although my goal and the goal of the organization is to make a profit of 500 rubles.

When using the marketing concept, the manager first determines what, of what quality and in what volume, could be produced and what (from the point of view of the manager) could be realized by him. The manager, therefore, first fixes the intra-organizational goal, and as for the extra-organizational goal, he formulates it either at the level of an acceptable minimum or in general in an abstract form (to sell the goods at the highest possible price). Thus, the goal of the organization is the result for the sake of which the organization is created, the entire organizational mechanism is built and changes are made to the activities of the integral complex of the organization.

In this regard, it should be noted that often (much more often than it seems to us) organizations suffer (and, as a result, do not meet their purpose) precisely because of the wrong goal set for them. True goals are being replaced by false ones. This situation is most often characteristic of bureaucratic formations in which true goals are replaced by abstract (useless, harmful to society) concepts of order, discipline, compliance with rules, control, etc. The most striking examples are any administrative structure of the Russian authorities: instead of setting a goal that is really important and necessary for everyone - helping others based on the search for a compromise option, a combination of state and private interests - they set a false goal - observation, control and punishment of others. Replacing the true goal with a false one leads to the fact that people do not turn to such organizations of their own free will, they avoid them, they try to establish cooperation with them through economic crimes (bribes, deductions in favor of ..., inclusion of bureaucrats as co-founders, etc. .). Our "statesmen" from this point of view turned out to be unimportant managers (managers). Examples of this kind also apply to commercial organizations. In this case, we have to talk about a very "subtle matter", because very often it is impossible to formally make claims, but in fact it is the process of replacing the goal with the true goal with the false one. (At the same time, we consider the goal to be false, the orientation towards which does not give such a high result as the orientation towards the true goal.) The head of a commercial bank, for example, can set himself and the team he leads the goal of attracting as many customers as possible and extracting, therefore, , the highest possible income. At first glance, the goal defined by him looks quite correct, maybe even attractive, but this is only at first glance: in this case, the bank manager orients his employees (and himself) to use the #I#method of persuading customers, and not the method beliefs that cannot be classified as highly effective methods. Such a goal in this case can be classified as false. But the true goal in this case may be different. A manager can, for example, set a different goal for himself and his team: we will serve our clients better, faster, better than other banks, and we will do this through such methods and methods. It is clear that such a goal is set in order to attract more customers (with all the ensuing consequences), but this goal is already secondary, and not primary, which forces employees, and the manager himself, when working with clients (as real, and potential) to adopt the method of persuasion, but not persuasion, which is much more effective. That is why, given such a "subtle matter", more prepared managers set not goals, but goals: they subdivide these goals into primary goals and secondary goals.

This kind of professional activity of a manager cannot but reflect his personal managerial philosophy: people with a formal mindset usually set goals of a monetary nature, while people with a creative mindset and character seek out thinner shells for such a “frontal” goal setting, trying to influence the client or the consumer through his emotional perception in order to achieve their monetary interest by the managers.

The goal defined by the manager can, of course, be adjusted, supplemented, changed - depending on many factors, including the reassessment of his own goals (including his personal management philosophy - this should not be treated as something strange or impossible: life, including professional, changes not only as a result of evolutionary, but also, often, revolutionary transition of a person from one position to another).

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 take 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 on the basis of 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).

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Achieving organizational goals involves the joint work of people who are employees of the organization. Each organization, whether it is a limited liability partnership with five people or a University with tens of thousands of employees, needs to coordinate this interaction, to establish a certain internal order. This order is manifested in the form of organizational structure and organizational culture.

Achieving organizational goals involves the joint work of people who are employees of the organization.

Achieving organizational goals (organizational goal achievements) is the area in which PR activity should make a significant contribution, and for which, in fact, PR specialists receive their salary and fees.

To achieve the organizational goal, a large amount of data is needed, which needs to be introduced to the participants of innovations as the work progresses.

The structure is created to achieve organizational goals, therefore, as these goals and environmental conditions change, it must undergo changes, otherwise the effectiveness of its activities will decrease significantly. For example, in the early 1980s, the American automobile corporation General Motors was forced to reduce the number of hierarchical levels (from director to assembler) at its assembly plants from 22 to 6 in order to increase the degree of production flexibility, share responsibility for product quality with workers, use them intellectual potential to increase competitiveness in the market.

Types of ORGANIZATIONAL STRUCTURE.

The structure is created to achieve organizational goals, therefore, as these goals or the conditions for their implementation (the state of the external environment) change, it can and must undergo changes, otherwise the effectiveness of the organization may significantly decrease. In the early 80s. The American automobile corporation General Motors was forced to reduce the number of hierarchical levels (from director to assembler) at its assembly plants from 22 to 6 in order to increase the degree of production flexibility, share responsibility for product quality with workers, and use their intellectual potential to increase the company's competitiveness in the market , focusing on high quality, variety, manufacturability.

They always increase the chances of achieving long-term organizational goals.

Human resource management consists in ensuring the achievement of organizational goals by ensuring the required organization of the production behavior of each of its employees or the implementation of organizational competencies directly related to personnel. The human resource management strategy is to determine the ways of developing these competencies for all the personnel of the organization and each of its employees individually. Like the development strategy of the organization as a whole, the personnel management strategy is developed taking into account the internal resources and traditions of the organization and the opportunities provided by the external environment.

Human resource management consists in ensuring the achievement of organizational goals by ensuring the behavior of each of its employees required by the organization or by implementing organizational competencies directly related to personnel. The human resource management strategy is to determine the ways of developing these competencies for all the personnel of the organization and each of its employees individually.

An effective organizational complex is formed when the achievement of organizational goals requires the interaction of several teams. At this level, the attention of teams is focused on the needs of the organization as a whole. The word complex is used to describe a team with a large number of members and sub-teams that have different purposes and perform different stages of work.

An integrated management system is a coordinated effort to achieve organizational goals. The strategic planning process looks to the future and creates a map of the path that the organization must go through in order to achieve its goals. Long-term financial forecasting is an attempt to determine the future financial needs of an organization and explore how the strategic plan is able to increase the value of equity capital. The annual budget provides a check on whether outputs meet the short-term goals set by the global strategic plan.

The task of human resource management is to form the production behavior of employees, ensuring the achievement of organizational goals.