As you know, any human action is directly related to the fact that he spends a certain amount of time to complete it. And if the information from the first lesson will teach you to identify and fix your time costs and understand the structure of the distribution of a temporary resource, then the knowledge that you get from here will help you learn to separate what you need to spend your time on from what you don’t need. .
Here we will talk about the goal-setting process: you will learn to determine your true goals and secondary tasks, which means you will be able to do what will allow you to eliminate wasting time, and even your minimal efforts will bring you maximum results.
The concept of goal setting
After analyzing your own time spending, the fundamental question becomes the question “How to change the current situation?” It is difficult to do this without thinking, because if we spent our time on something, it means that at that moment we presented this matter as important, necessary - and what to do with such an idea is not always clear.
To learn to make decisions about the necessity of any business means to correlate its possible result with what you really want to achieve, i.e. with your purpose. Wikipedia defines purpose as follows:
Target- perfect or the real thing conscious or unconscious aspirations of the subject; final result, to which the process is intentionally directed.
Another definition says that a goal is a mental model of a desired outcome, perfect image future. If we know what we want to achieve as a result, it is much easier to weed out unnecessary things from daily activities - you just need to ask the question “will this help me achieve my goal?”. A well-defined goal motivates, organizes thoughts, simplifies decisions and, ultimately, leads to a significant increase in efficiency.
How to make sure that the goal is well set? It must be remembered that it never appears on its own, but is the result of a goal-setting process - conscious or not. Goal setting can be defined as follows: it is the process of choosing one or more goals with the establishment of certain requirements for them (for example, deviation parameters).
The psychological structure of any activity can be represented as the following scheme:
As we can see from the presented scheme, the process of setting goals and performing any task can be conscious or unconscious. Let's try to figure out exactly how this affects your productivity.
At the heart of any human activity lies a certain need, problem or opportunity that rests on the foundation of certain life values (meta-goals) of the individual. Needs and problems may not be recognized, while opportunities must first be noticed. All of them lead to the emergence of a certain motive - contrary to the common definition (“a motive is a conscious need”), it is not necessarily realized by a person. The dictionary of a practical psychologist gives the following description: “The motive is revealed to the subject in the form of specific experiences, characteristic either positive emotions from the expectation of achieving this subject, or negative, associated with the incompleteness of this provision. But to understand the motive, that is, to include these experiences in a culturally determined categorical system, it is required special work". Separately, we can talk about the existence of motivations - conscious arguments in favor of a particular motive.
One can talk about goal-setting as such if a person specifically tries to realize his goal by analyzing his needs, problems or opportunities, and then presenting an ideal image of the desired future. In this case, the process of planning the achievement of the goal, as well as specific actions, is then launched.
The figure above clearly shows that the absence of a conscious goal leads to the absence of a planning stage, respectively, the search for resources to achieve an implicit goal and the corresponding actions are performed chaotically. Of course, this process does not allow you to control the final result in any way, and the efforts spent in this way will be in vain.
Our task is to make this process manageable, which means to explore possible ways of goal-setting.
Exercise 2.1
From the proposed list, please select from 5 to 7 key values in your life. If the proposed list is not enough, then come up with your own.
Exercise 2.2
Make a hierarchy of your values. Think about which of them may conflict with each other and how you will resolve it.
Goal setting methods
There are the following main methods of goal setting:
Intuitive search for a goal is the most common. Algorithm of actions in this case is extremely clear: you need to be attentive to your own ideas and guesses, waiting for insight. It can be assumed that this is the only way of goal setting that is “automatically” built into each person. This is because intuitive goals are formed on the basis of existing experience, knowledge and skills of a person, and their “manifestation” means the transition of an unconscious need (problem) into conscious motive actions, which starts the process of goal-setting.
The "invention" of goals is an "experimental" process based on the trial achievement of a possible goal in the near future and / or on a reduced scale. For example, this happens when you make an important decision (“find a hobby for yourself”), but do not know how to specifically implement it. In this case, you can try scrapbooking, philately, embroidery, or more exotic options until you find yours. At the same time, your goal may be to engage in this type of hobby for some time (a month, for example), and then you sum up and choose what is closer to you.
The method of "calculating" the goal works according to the following algorithm. Immediately after realizing the key motive (“I want to have a car”), you need to write out all the goals leading to this as columns in the table. You need to understand that the goals can be different - “make money to buy a personal car”, “beg for a car from her husband”, “win a car in the lottery” and even “steal from a neighbor in the yard” (just kidding). Further, as lines, it is necessary to write out qualitative and quantitative criteria that significantly affect the result of achieving the goal. Then it is enough to evaluate the goals you came up with by choosing the best option in each line, and summing the final indicators (see example below).
So, the result of our calculation is the goal of "begging a car from her husband." Accordingly, it becomes clear how to achieve this goal. Nevertheless, one cannot fail to note the bulkiness of this method, the complexity of selecting and evaluating criteria, etc. In addition, as S.I. Kalinin notes, "attempts" to choose a groom according to Gogol, putting Ivan Ivanovich's nose to the face of Pyotr Petrovich, are most likely doomed to failure. However, maybe you'll get lucky?
Finally, the "choice and prescription" method. This method implies that we already have a certain number of goals set by someone, and we just need to choose one of them as our own and “prescribe” its implementation for ourselves. In essence, this is a way to imitate someone and an attempt to act according to an already known algorithm. An example of such a situation would be goal setting. young man, graduating from school: the mother wants her son to become a writer, the father wants to see him as a lawyer, and grandparents see a promising metallurgist in their grandson. Not wanting to choose or not having such an opportunity, a young person can always choose one of the goals "prepared" for him by his relatives, and strive to achieve it - as if this goal was chosen by him. It is worth noting that this is a fairly good way, although it is far from suitable for everyone (you can recall the film “Route 60”, where the father reads the career of a lawyer to the main character, but, in the end, the hero refuses the goal imposed on him by his father).
On a note. In some cases, the initially set goal may turn out to be superficial. Psychologists often single out the multi-layered goal, and also note numerous inaccuracies in the wording that diverge from what is really desired. To get a really well-formulated goal, you need to specify its content. So, in the example above (“I want to have a car”), there may be something more than just a desire to buy a vehicle - for example, a desire to improve one’s status, demonstrate to others one’s own independence, a way to join the interests of a certain group of people, and others. Awareness of a deep motive can help in achieving true purpose, increasing the level of self-understanding and providing better satisfaction of the initial need.
Goal setting methods
3.1. SMART
But do not forget that the goal should be as accurate as possible, not only in regard to your internal perception desired. You absolutely must imagine the ways to achieve the goal, use completely specific tools for this in planning and look for specific resources, and, most importantly, have time to do it on time (we are still talking about time management, right?). That is why the SMART goal setting system was developed. It owes its name to a mnemonic rule that combines the first letters of the English name of the goal quality criteria. Among them are the following:
- Specific (specific) - the goal must be specific, i.e. should indicate what exactly needs to be achieved;
- Measurable - contains an indication of how the result is measured. If the goal is quantitative, then it is necessary to indicate the target figure (“sales are 5% more”, “buy an iPhone 5S for less than 15,000 rubles”, etc.), if it is a qualitative one, set a standard (“a car no worse than an S-class”, “the same watch as Stas Mikhailov”);
- Achievable (achievable) - the goal must be realistic; in addition, the mechanism for achieving it must be clear and it must also be real;
- Relevant (relevant, actual) - it is necessary to understand that the fulfillment of the goal is relevant and really necessary to achieve the desired;
- Time-bound (limited in time) - the goal must have clearly defined time limits for its achievement.
You can read more about SMART goal setting in.
The algorithm for setting SMART goals looks like this:
- maximum refinement of results (S);
- substantiation of the goal as necessary, relevant (R);
- forecasting and assessing the degree of attainability of the goal (A);
- selection of criteria for evaluating the goal and target indicators (M);
- for the most refined goal, the deadline (T) is selected.
Exercise 2.3 by Brian Tracy
Take a sheet of paper and write down ten goals for the next year as if they have already been realized (for example, “I bought myself a new Ferrari 458 Italia in a boutique on Tretyakovskiy proezd”), and then choose the one that would change your life the most life. Circle it, and then write it out on a separate sheet and work according to the SMART criteria.
Exercise 2.4
In your opinion, what method of goal-setting (see paragraph 2 of the lesson) does the example from the previous exercise refer to? Why?
3.2. Project method of goal setting by G. Arkhangelsky
Despite the obvious advantages of SMART technology, it is effective only if the initial conditions for setting a goal are known and the subject of goal setting has a conscious understanding of the desired image of the future. On the contrary, in life there is often a situation when a suitable goal has not yet been found, and the initial conditions are rapidly changing. Then we can distinguish the following stages of the technology of the project method of setting goals:
- determination of the abstract level (“framework”) of the future goal by:
- clarifying the value system by highlighting specific values (meta-goals);
- identifying key areas of life to which their influence extends;
- clarification of the rules that determine the nature of this influence. - specific purpose it is specified so as not to contradict the values and principles existing in this sphere of life; ensuring conformity with values;
- planning for a specific level of achieving goals: current affairs are checked for compliance with meta-goals (unlike the SMART approach, when the original goal is decomposed into separate tasks);
- determination of the time scale in which it is planned to achieve the goal - “in a week”, “this year”, etc. (as opposed to exact SMART timelines);
- division of cases into “hard” ones (tied to certain dates and time) and “soft” (planned on a time scale and taking into account the system of contexts);
- all cases are distributed according to the areas of attention - strategic, operational and tactical (they correspond to time scales of one year, one week and one day).
On a note. You can read more about G. Arkhangelsky's system in his book.
3.3. Method "goals - values"
Knowing about your meta-goals (see exercise 2.1), form a table of correlation of goals and values:
If, based on the results of filling out the table, you build goals in descending order of the final score, then you can determine which one makes the greatest contribution to the fulfillment of your meta goals.
Exercise 2.5
What method of setting goals is the goal-values method?
Goal-setting is the most important, but not the only stage of time management, preceding the actual execution of cases, their implementation. The next important step is planning, which we will study in the third lesson.
Test your knowledge
If you want to test your knowledge on the topic of this lesson, you can take a short test consisting of several questions. Only 1 option can be correct for each question. After you select one of the options, the system automatically moves on to the next question. The points you receive are affected by the correctness of your answers and the time spent on passing. Please note that the questions are different each time, and the options are shuffled.
An organization is a means to an end that enables people to do collectively what they could not do individually.
The organization simultaneously acts as:
Association of people pursuing the achievement of individual goals through the achievement of common organizational goals;
The system for coordinating the behavior of personnel, which ensures the resolution of conflicts in the process of achieving organizational goals.
Strategic planning can be defined as a management function aimed at setting goals and developing measures to achieve them in long term. operational planning is a system of decisions through which organizations are managed here and now. Any organization is connected by these two types of planning with all its divisions. Competently carried out planning of actions for the current moment and the future is the key to successful coordination of the actions of all employees and branches of the company. That is why among the main functions of management, planning occupies a particularly important place.
Planning for the organization as a whole is carried out, as a rule, in the following way:
1. The mission of the organization or, in other words, the purpose of its existence is being developed. This is the logical starting point and milestone planning as a function of management, since all further goals and objectives will be aligned to achieve the mission. In particular, during the mission development stage, the basic needs of consumers and how to effectively satisfy them in order to create a future customer base are addressed.
2. Taking into account the concept, a direction of work or a strategic orientation (qualitative goal) is developed. For example, the achievement by an organization of technological superiority in its industry.
3. An assessment and analysis of the external and internal environment of the company is carried out. The external environment is a source that feeds the company with the resources necessary to maintain its potential at the proper level. The concept of the internal environment includes many factors that have formed in the organization in the process of its development. This includes human resources, the technical equipment of the company, etc.
4. A strategic alternative for the development of the enterprise is determined: growth, limited growth, reduction, or all together. The strategy or choice of the path that will best improve the long-term performance of the organization is another critical step in planning as a management function, as the choice made by the top management of the company will have an impact on the entire organization as a whole. Therefore, the choice must be balanced, unambiguous and definite.
5. Choosing a specific strategy (or answering the question "What to do?").
6. Development of tactical plans (or "How to carry out?").
Planning as the most important function of management is carried out in any enterprise that puts development and growth at the forefront, and not just momentary financial gain.
16. The main criteria for the classification of planning.
Plans are classified according to the following criteria:
1. Degrees of uncertainty in planning
2. Time orientation planning
3. Deadlines (planning horizon)
4. By the degree of detail of the direction of development
5. The subject of planning (functional purpose)
6. Planning level
By degree of uncertainty planning systems can be divided into two types:
· Deterministic Systems. Systems that operate in a fully predictable environment. Events in this system have complete certainty. The rarest case.
· Probabilistic (stochastic) systems. The most common planning system. Does not give complete predictability of results. The enterprise level planning system is probabilistic.
In general, plans according to the degree of uncertainty can be divided into plans high degree of uncertainty medium and low.
By temporal orientation of planning ideas plans are divided into:
· Reactive planning. Describes a return to the past.
· Inactive planning. It characterizes the orientation to the present. With this type of planning, it is not considered necessary to return to the past and at the same time strive for the future.
· Preactive planning (anticipation). It characterizes the orientation towards future changes. Preactivists seek to accelerate change. They seek to guess the probable change of events in order to achieve their goal.
· Interactive planning. It is based on the principle of participation and maximally mobilizes creative abilities.
Plans for planning horizon (due date) subdivided into:
· Long-term (planning horizon - 5 years and more);
· Medium-term (planning horizon - 3 years);
· Short-term (planning horizon - 1 year).
Long-term, medium-term and short-term planning- This simple function time, duration of action. They are not a function of the direction of development.
Plans for degree of detail of development directions subdivided into:
1. Strategic. Strategic planning is the management process of developing specific strategies for various degree of uncertainty, temporal orientation and planning horizon based on the comparison of the goals, resources and capabilities of the enterprise
development of the organization in the future. Planning ensures the timeliness of decisions, avoids hasty decisions, sets a clear goal and a clear way to achieve it, and also gives you the opportunity to control the situation.
The purpose of an organization is the direction in which it operates. The main goals affect the strategy, which affects the structure, management system and the activity itself. Thus, the goal is the “outline” of the plan. Goals form a hierarchical system. The main basic goals, in the direction of which the company acts when planning the parameters of efficiency: growth, profitability, solvency, market share, flexibility, sustainability.
When determining the strategy, intermediate goals and success factors of the company are considered, for example: 1) choosing a product with growth potential; 2)Choose a product with high competitiveness and large market share. The system of indicators to which the company aspires: profitability, efficiency, quality; performance; innovation; profitability.
A goal tree is a set of goals linked into a hierarchical system. The contradiction in goals may be as follows: short-term goals may not coincide with long-term ones; general goals may not coincide with private ones; the goals of the organization and the external environment may not coincide; organization and internal environment. Therefore, for the success of the organization, the goal must: 1) correspond to the system of values adopted in the organization; 2) be provided with adequate means; 3) do not contradict the goals of a higher order; 4) be realistically feasible; 5) be achieved in ways that ensure effectiveness, taking into account possible side effects; 6) be formulated in an accessible, concrete, clear, concise, unambiguous way; 7) complex goals should be structured and form a tree of goals that meet the requirements of efficiency.
33. Strategic and tactical planning
Planning - setting goals and developing ways to achieve them.
The planning process begins with senior management, defining the mission of the organization, principles, long-term directions of activity, performance parameters, ways to achieve the planned parameters and means of implementing the intended strategies. Planning levels:
strategic plans
tactical
operational plans
research, development, production, marketing.
The strategy is always connected with the solution of the most important problems. These are the basic goals and indicators: sales volume, growth rates, profit, market share, capital structure, dividends, product quality level, company stability, social goals.
Tactics determines the ways that ensure the approach to the given goals and parameters.
Strategic planning - begins with the establishment of general strategic objectives by management. strategic plan- a plan that allows you to plan from the position of tomorrow, - an adaptive process, as a result of which there is a constant adjustment of the adopted management decisions, constant monitoring of their implementation. For the effectiveness of strategic planning, a clear idea of the future state of the external and internal environment of the company is necessary. For this purpose, information systems are created in large firms, the data of which are evaluated using analysis systems.
Duration: 5 - 6 hours.
Target audience of the training: managerial, pedagogical, project personnel whose activities are related to planning, analysis and responsible decision-making.
Training plan:
Block 1. "WORK WITH GOALS"
4. Working with goals. SMART - goals. Cartesian system.
5. Dealing with fears according to the Cartesian scheme.
6. Kelly lattice.
7. Process "Who Am I?"
8. Process "Personal Emblem and Motto".
Block 2. “Control loop. Planning and control".
9. Control loop.
10. Control loop. Stage 1. Goal setting.
11. Control loop. Stage 2. Planning. Planning tools. Setting parameters.
12. Control loop. Stage 3. Monitoring. Control methods.
13. Control loop. Stage 4. Analysis and adjustment.
14. Summing up. Completion of the training.
15. Collection of written feedback on the training.
Necessary equipment and materials:
1. Tablets.
2. Paper for writing (A4 format).
3. Whatman (2 - 3 sheets).
4. Colored markers (if possible + felt-tip pens).
5. positive attitude and initiative.
The course of the training.
1. Greeting, establishing contact and attention.
2. Setting goals for the training. Arrangements.
We are talking about the fact that, as practice shows, only 5% of people in the world know how to correctly set goals for themselves and achieve them. A correctly set goal is 90% of the success of the plan. Next, we outline the content of the training. After that, we stipulate the rules of behavior and interaction at the training.
We invite each participant to write down their goal for this training in the goal-setting sheet. Then, if desired, voice.
3. Exercise "life goals".
Step 1: Spend 15 minutes looking for the answer to the question "What do I really want out of my life?" Do not think for a long time, write down everything that comes to your mind. Pay attention to all areas of your being. Fantasize. The bigger, the better. After that, within 2 minutes, decide what you would like to add to your list.
Step 2. Now you have two minutes to choose from your list.
What would you like to dedicate the next three years to? And after another two minutes - to supplement or change the list. Goals must be realistic.
Step 3. Now we will set goals for the next six months - two minutes to make a list and two minutes to correct it.
Step 4. Take two minutes to work on your goals. How specific are they, how do they fit together, how realistic are your goals in terms of time and available resources. Perhaps you should enter new target- the acquisition of a new resource.
Step 5. Review your lists periodically, if only to make sure that you are moving in the direction you have chosen. Doing this exercise is similar to using a map on a hike. From time to time you turn to it, adjust the route, perhaps even change direction, but most importantly, you know where you are going.
Answer the first question as if you have an unlimited resource of time. But when making lists of mid- and short-term goals, write as if they were your final years, days, and months. The first frame will help you remember everything you are striving for. The second frame will allow you to focus on the things that really matter to you.
4.5. Working with goals. SMART - goals. Cartesian system.
Goals must be SMART
To make the goals clear and specific, it is necessary to answer a number of questions (Cartesian scheme):
Now, having clearly outlined and understood our goals, let's talk about the payment for achieving them. Let's try to answer the following questions:
· What difficulties can I face on the way to my goal?
What am I willing to do to achieve my goal?
What am I willing to sacrifice in the name of my goal?
Having written down the answers to these questions on paper, we will try to identify our most serious fears and concerns on the way to the goal. Then pass through the Cartesian scheme, evaluate their objective significance.
6. Kelly lattice.
After carrying out the actions described above with the goals, we will try to determine what attracts and repels us the most in people.
Take Blank sheet paper cut in half. Cut one half into six equal parts. On three of them write the names of three your friends whom you like. On the other three - the names of acquaintances to whom you have neutral feelings. Now turn these cards face down and shuffle. Cut the uncut half of the sheet in half. Now take three of the six name papers and open them. Find one positive quality, which are possessed by two of the three of your acquaintances, whose names will be on pieces of paper. Record this quality in the right column of the half. Write the opposite quality in the left column. Repeat the procedure 15 times, then rank the qualities recorded in the right column.
Note: it is better to express qualities with adjectives, so it will be easier to select opposite ones in meaning.
The resulting list is a rating of the values of a particular person. It reflects the person's value system. And to some extent it is a criterion for evaluating the actions of other people. It should be shown that each person has his own value system, it is unique. This should be taken into account when communicating and respect the views of other people.
7.8. Process "Who am I?" Process "Personal Coat of Arms".
Process "Who am I?"
Everyone answers the question in no more than ten words and writes the answer on a card. 5 minutes. They walk, look, get acquainted with each other's answers.
You just saw how many different ways to answer this big question "Who am I?" Someone considers the most important one, someone else. The first three answers, perhaps, represent a reflection of the outer surface layer of our Self - the image. Let's work with this surface layer for now in order to clarify and clarify for ourselves and others what our Self represents - an image in the first approximation.
So, underline the first three answers to the question "Who am I?". Each of these answers reflects some side of your personality. I ask you to think precisely from the positions of this side. What could be your motto adequate to the description formulated in the first paragraph? Anything can act as a motto: a well-known aphorism, a proverb, a line from a song or your own statement. The main thing is that it reflects the essence of your self-characteristic as accurately as possible. Write it down on a separate sheet. Now turn to the second, third paragraph, come up with mottos for them and write them down on separate sheets. The next task is to come up with a symbol for each item that embodies in the form of a sign inner content self-characteristics.
Are there people among us who have noble blood in their veins?
Process "Personal Coat of Arms".
But let's fantasize a little. Imagine that we all belong to noble ancient families and are invited to a ball in a medieval the Royal Castle. noble knights and lovely ladies they drive up to the gates of the castle in gilded carriages, on the doors of which coats of arms and mottos flaunt, confirming the noble origin of their owners. So what are the coats of arms, and what mottos are they equipped with? It was easier for real medieval nobles - one of their ancestors performed a noble deed that glorified him and was displayed on the coat of arms and motto. His descendants inherited these heraldic attributes and did not puzzle over what their personal coats of arms and mottos should be. And we will have to work hard on creating our own heraldic signs.
On large sheets of paper, using felt-tip pens, you will need to draw your personal coat of arms, equipped with a motto. You already have the material for development. But maybe you can come up with something even more interesting and more accurately reflecting the essence of your life aspirations and positions in knowing yourself? Ideally, a person who understands the symbolism of your coat of arms and read your motto would be able to clearly understand who he is dealing with.
Here is an approximate form of the coat of arms: the coat of arms is divided horizontally into two parts, the upper one is divided vertically into three. 10 min.
The left side is my main achievements in life.
The middle part is how I perceive myself.
The right side is my main goal in life.
The lower part is my main motto in life.
And now, ladies and gentlemen, you each have a minute to present your coat of arms and motto. Option: break into pairs and after five minutes of preparation, each must introduce his partner.
9. Control loop.
Think about an important task or project that you planned and completed but caused problems for you. What were the main causes of the problems you experienced?
Many managers would say that most of the problems in fulfilling plans are related to people and unexpected events. Therefore, we will discuss these issues below, but first we will consider theoretical basis our planning and control practices.
Essence rational theory planning and control is illustrated in the figure, which is known as the "control loop". We can define "planning" and "control". Planning is the process of developing what to do and how to do it in order to achieve some goal (steps 1 and 2). Control is the process of ensuring successful implementation scheduled tasks (steps 3 and 4).
Control circuit.
Stage 1: set goals
If you are going to take on any initiative, big or small, first be clear about what you want to achieve. It is also useful to establish certain criteria successful achievement set goal to know if you have achieved it or not.
Goals must be SMART
When setting goals, it is in the interests of all participants to make sure that they are clear and unambiguous. This means that they must have certain characteristics. These characteristics can be remembered by the first letters English abbreviation SMART, i.e. goals should be:
Specific (specific - S) - clear and precise in relation to what should be achieved.
Measurable (measurable - M) - i.e. specify how and by what success will be measured.
Agreed (agreed - A) - with the goals and mission of the organization, and ideally with the person who will work to achieve the goals, and with anyone who may be affected by the result of their achievement.
Realistic (realistic - R) - achievable, taking into account the existing restrictions and the need to coordinate with other goals.
Timed (timed - T) - the required time is set to achieve the goal.
And yet, if we have goals corresponding SMART principle, we still need something else to help make sure these goals are met. We cannot afford to wait until the end of a project to hear about our success or failure. We need to know, as we move forward, how things are going, and for this we need a plan and parameters by which we can control the movement towards the goal.
Step 2: Plan, Set Parameters, and Execute Tasks
Once you've figured out what you want to do, it's important to plan ahead and then start doing what you've planned. At this stage, you need to define parameters - intermediate benchmarks, which can be considered as criteria for assessing progress towards your goals. From the plan drawn up, indicators can be obtained that determine the amount of the planned progress towards the specified date.
Considering making plans for this stage, we will deliberately simplify some questions. Essentially, the planning process is:
Planning:
Ø Setting clear goals;
Ø Definition of tasks to be performed;
Ø Allocation of resources needed to complete tasks;
Ø Drawing up a work plan that meets your needs as a manager.
· Control:
Ø Monitoring progress towards the goal (control);
Ø Revision of plans according to the control loop. (correction).
Thus, assuming that the goals set earlier are reasonable, we must determine what tasks need to be performed to achieve these goals. To do this, we will consider two different methods.
The first method is memory cards. On a simple mind map - sometimes called "spider" diagrams - you can see the main problem (or idea) in the middle of the page, from which you draw branches to each component of your understanding of the problem. Each of these components, in turn, is divided into more detailed parts. In this way, mind maps can help uncover and capture your understanding of the problem as a whole.
The second method is the “task tree”. Such a scheme is more logical and structured than memory cards. The planned project is divided into component parts. You start with the proposed work as a whole, and then ask yourself the question "what two or three (four, five) main elements make up this scope of work?" Then each of these elements is sequentially considered and crushed to the level of detail that you need. Drawing up such a diagram is in a good way provide a certain level of logical consistency, calculated by the number of formulated subtasks at each level of the scheme.
Having defined a list of tasks, you can do graphical representation their sequence in plan format. The most commonly used tool for this purpose is the Gantt chart, which is a form of bar chart. A Gantt chart is simply a grid with all tasks listed on the left side of the page and a timeline at the top of the page. The grid is filled with bars indicating the duration of each task
People adapt such a diagram to their purposes, so its appearance may be different. For example, some people use a dotted line to extend the bar to indicate how long a task can take beyond its due date without causing problems. Another option is to leave enough space under each bar so that you can then use a different color to indicate here the real results of moving towards the goal on the date of interest.
Step 3: Monitor progress towards your goal
It is not enough to simply define the relevant indicators: there must be a process of comparing current real results with planned targets.
You have set goals, identified tasks to be completed, made a plan, and identified various milestones that will serve as indicators. Now it is necessary to check what is happening and form some kind of judgment based on the information received. We list the range of monitoring methods, both formal and informal:
· Observation and personal involvement: it is important to simply observe what is happening and be available to both staff and colleagues;
· Regular reporting: eg preparation of written reports to management;
· Report on exceptional situations: preparation of a report only in case of deviation from the plan;
· Polls and discussions: possibly during project meetings or visits;
· Accounts and typical statistics: for example, compilation of budget printouts.
Step 4: act on monitoring results
Monitoring the results achieved may show that everything is fine, but most likely it will fix it. That real progress does not go according to plan or even changed the original goals. Thus, we could continue without changes, revise the objectives or, if it is within our competence, revise the original goals. Then we continue the process of monitoring, checking current state cases on the subject possible deviations from the planned plan, decision-making and re-planning, if necessary, passing through the control loop again until the task is completed.
After monitoring, you can choose one of three actions:
· Review goals. This is a drastic measure, but it sometimes happens that as the plan is carried out, the true nature of the originally stated goals becomes apparent, and it is very reasonable to change them.
· Make changes to tasks that still need to be done to avoid deviation from the plan (or compensate for them). This is the most common course of action. Typically, if monitoring shows some delay has occurred, then more tasks should be completed in the coming weeks, or scheduled tasks should be completed faster to compensate for this loss of time. This may require a reallocation of resources.
· Continue without changes. This may be reasonable if the deviations are small.
Introduction
2.1 Dynamics of the main performance indicators of the organization
2.5 Control methods
3.1 Leadership style
3.2 Goal tree
3.3 Properties of targets
Bibliography
Introduction
management plays important role In the organisation. Solving tasks in different degrees of importance, organization management is a special type of activity for the purposeful coordination of personnel actions.
Management is a multifaceted phenomenon and covers ongoing processes in an organization related to both its internal environment, and with the external environment of influence on it. Today management is change management. Models organizational change quite a lot has been developed. The main problems that a manager faces are goals, rewards, relationships, support mechanisms and structures.
And so in this control work one of the main problems is considered, which is closely related to other equally important problems.
Goal setting is one of the most important components management activities, as well as the overall functioning of organizations. It is both the main function of the leader, and the stage of managerial activity, and its structural component. Goal-setting is defined as the formulation or choice of the goal of the functioning of the organization, as well as its concretization into sub-goals and their coordination. At the same time, the interpretation of this function in control theory is ambiguous.
On the one hand, it is recognized not only as "very important", but also as a defining role both in management activities and in the overall functioning of the organization. It is constantly emphasized that the presence of reasonable, long-term goals of the organization is the main condition for its functioning, and the ability of the leader to set them is one of the most important managerial qualities. On the other hand, the goal-setting function is usually not singled out as an independent one, but is considered as part of another function - planning.
1. Goal setting in management
In the management process, in order to achieve the desired results, a specific goal is set. Due to this, at the end of this process, we get the expected results. It follows that the main function of management is goal setting. Goals are inherently different. Each stage of management has its own goals, but they are all subordinated to main goal society.
The purpose of management is the leading element in the activities of the manager.
A goal is an ideal, predetermined outcome to be achieved.
Conditions for achieving the goal:
A clearly defined goal determines the structure of the system, the systemic nature of its aging and functioning, it also determines all the problems of collecting, processing, systematization and the direction of using information.
Present to the goal certain requirements:
· Comprehensive scientific and practical validity to the goal, as a reflection of the totality of the requirements of many laws, the objective world;
· A clear definition of the "uncontour" of the goal, its formulation into the concept, in terms of a really achievable state;
· Clear wording necessary and sufficient conditions for the realization of the goal (resources, deadlines, performers).
· The goal must be real, that is, it must be provided with resources, the right tactics to achieve it, and ways of effective management.
· The goal must be controllable, that is, here great importance information is given, especially information from the managed object, since it is necessary to know how a given process is going. This is necessary so that when a deviation of the movement of this process to given goal take corrective action in time.
An important component of achieving the goal should be considered the conditions in which all work is carried out, that is, a set of factors that must be comprehensively taken into account and used.
Here we can distinguish such categories of factors as: deterministic and probabilistic.
Deterministic ones include those that have an unambiguous causal relationship - an unambiguous result under the action of certain factors.
The probabilistic ones include those whose result is ambiguously related to the causes, it has a certain probabilistic interval for the occurrence of events. These factors include the influence of the weather climatic conditions, creativity workers, instability of market demand, blockades, strikes.
Hierarchy of goals.
Effectively developed organization goals are a hierarchical structure: achieving goals lower level allows you to achieve higher level goals. Such a system is called a chain. intermediate results. Operational goals ensure the achievement of tactical tasks, and tactical goals provide a solution strategic objectives.
Strategic goals are general statements that describe the state of the organization in the future. They do not apply to specific departments, but to the company as a whole. Strategic goals are often referred to as formal goals because they form the intentions of the organization. Typically, top management is responsible for achieving them.
Tactical goals are the results that the divisions and major departments of the firm must achieve. Responsibility for their achievement and the implementation of the planned actions are borne by middle managers.
goal setting mission hierarchy structure
Operational goals - specific results that departments, work groups, individual workers must achieve. These goals are precise and measurable.
At the top of the hierarchy is the mission, or justification for the activities of the organization, i.e. description of its values, aspirations, reasons for "birth". A clearly defined mission is the foundation of the goals and plans that follow from it. The mission statement is called general definition the main lines of business and operations of the organization that distinguish it from other companies.
The mission is a clearly formulated meaning of the existence of the organization, its purpose, business philosophy. The mission as a philosophy includes the values, moral and ethical standards and principles in accordance with which the organization intends to carry out its activities. The purpose defines the activities that the organization intends to carry out. The meaning of the existence of the organization reveals the reason for its appearance and the difference between this organization and similar ones. The mission of the organization reflects its uniqueness and significance for various market entities. All goals of the organization are defined and developed to fulfill its mission.
The target beginning in the activities of the organization arises as a reflection of the goals and interests various groups people, one way or another connected with its functioning. The main subjects whose interests influence the activities of the company, and, therefore, should be taken into account when determining its mission, are:
· owners, owners of the company;
· company employees;
· customers, buyers of the product (service) of the company;
· business partners of the firm;
· society as a whole in the face of public, political and legal institutions that form the macro-environment that determines the boundaries and opportunities for the company's activities.
The definition of the mission is the starting point in the goal-setting process:
· a strategic benchmark is set - the general direction of activity for the planned period;
· a system of goals is developed for the enterprise as a whole and for its divisions;
· coordination of goals is carried out to reduce the conflict between the goals of the organization and individual departments, as well as the goals of departments at various levels.
1. Definition of a landmark. Landmark - this is the general direction of the enterprise or a separate unit for a selected period of time. The benchmark is a qualitative (expert) opinion of competent employees about internal capacity firm and the opportunities offered by the external environment of activity, i.e. market. The development of guidelines is a functional responsibility of the enterprise management. The guidelines for the activity of the enterprise, in accordance with which the strategy is further developed, are determined collectively by the decision-making group.
Goal system. In accordance with the goals of the general direction of the development of the enterprise, a system of goals (with appropriate target indicators) is formed for each division. The number and variety of management goals is so great that no organization can do without a comprehensive, systematic approach to determining their composition. The model of ordering the goals of different levels of management into a single integrated system called the goal tree.
The procedure for building a goal tree includes several successive steps.
Determining the top of the tree - the overall goal of the organization. At a certain time stage, there cannot be several common goals. Depending on this goal, the final result of the activity and the effectiveness of this result are determined.
Formation of subsequent levels in areas of activity or decomposition of goals. Each subsequent level is formed in such a way as to ensure the achievement of the goals of a higher level.
Each "branch" of the tree does not describe a way to achieve the goal, but a specific end result, expressed by some indicator.
Subgoals of one level of decomposition are independent (parallel) among themselves.
The hierarchy of goals is directly related to the structure of the enterprise and its features. The more complex the organizational structure of the enterprise, and the more various kinds activities, the more levels of decomposition and the more complex the goal tree. Decomposition levels reflect the hierarchical levels of management in the enterprise.
The allocation of levels of the hierarchy of goals can be carried out both on the basis of functional principle management, and on the commodity-market principle. Functional differentiation is associated with grouping according to the content of activities: production, personnel, marketing, finance.
The grouping of units in this case is carried out on the basis of the unity of the functions performed. In the case of an organization based on a commodity-market principle, employees are united on the principle of joint production of any product, to serve a specific group of consumers or a geographical market.
For an organization built on the basis of functional division, the goal tree is built according to the principle: the goal of the enterprise - functional goals (by departments) - operational goals. For an organization according to the commodity-market principle: the purpose of the enterprise - the goals of businesses - operational goals. In practice, these two approaches are often combined, and the structure of the goal tree will look like: enterprise goal - business goals - functional goals of departments - operational goals.
Assessment of conflict goals. When forming a system of goals, it must be borne in mind that in the process of their implementation, contradictions may arise that lead to a violation of the entire composition of the "tree of goals". Conflicts arise on three levels.
External conflict is a contradiction between the company's goals and the trends in the development of the external environment. The nature of these conflicts is varied. For example, the conflict between consumer preferences and the goals of the enterprise, expressed in the growth of sales of a standard product. In this case, one of the basic requirements is violated - the attainability of goals. As a rule, in the external conflict of goals, a conflict of interests of the company and such market entities as customers, business partners, investors, public and state institutions. The resolution of an external conflict of goals is carried out either by introducing a strict regulation of the rules and norms of the company's behavior in the market (laws on advertising, competition, consumer protection, etc.), or by searching for a compromise that implies an accepted level of consistency of interests in the form of benefits received by each of the parties. .
The internal conflict of goals is the result existing contradictions interests of the owners, managers and staff of the firm. It manifests itself either in the mismatch of goals by levels of management, or in the discrepancy between the complexity and acceptability of goals to the level of qualification of their specific executors. First of all, it is necessary to resolve the conflict of goals at the level of the "strategic triangle". Determining the priorities of the development goals of an enterprise presupposes, first of all, the consistency of the interests of the owners and top managers. Otherwise, the dominance of the interests of any of these decision-making groups will lead to resistance to change on the part of the other. In this case, talking about long-term effective development businesses become problematic. Resolution method this conflict most often it can be, on the one hand, the inclusion of top managers in the composition of the owners, and on the other hand, a more active involvement of the owners in the process of managing the company. The presence of a conflict of interest between top managers and staff leads to the substitution of corporate goals at the functional level of managing the personal goals of employees, which affects the effectiveness of their work. It is the employees of the company that become the brake on all changes carried out by the management of the enterprise. The staff becomes immune to the company's goals, and therefore does not make efforts to achieve them. The way to resolve this conflict can be both an increase in the material interest of everyone in the results of the activities of the entire organization, and the involvement of employees in the management process already at the stage of choosing goals. The latter is largely determined by the current corporate culture organizations.
A temporary conflict is a violation of the coherence of strategic, tactical and operational goals. As a rule, it manifests itself in a shift in emphasis in management towards solving current problems. Strategic goals are replaced by prompt response to emerging external and internal changes. As a result, the enterprise loses the main guidelines for its development. Goals are no longer clear to most employees. Motivation falls, which leads to a decrease in the adaptive capacity of the firm. The resolution of a temporary conflict is carried out by separating the levels of control over the achievement of current and strategic goals.
So right organized process Goal setting involves:
· identification and analysis of trends that are observed in the environment of the company;
· mission statement;
· setting goals for the organization as a whole (the goals of the "strategic triangle");
· building a goal tree;
· alignment of company goals with individual goals.
2. Characteristics of the organization
Full name: Niva Limited Liability Company.
Main activities:
Cultivation combined with livestock rearing:
· Production of livestock products.
· Cultivation of KRS.
· Cultivation of fodder crops.
· Growing grain crops.
.1 Dynamics of key performance indicators of the organization
Table 1.
Composition and structure of fixed assets.
№Indicators 2008 in t. 2009 in t. Struk. %absol. off 2008 2009 T. r%1Buildings, structures47751148312.417.667085.22Machinery and equipment18503317204848.5132170.53Vehicles4562946518.214.54903-3.74Working livestock2763900.70.61140.15Perennial pumps 10447122792718.818328.2 Total: 3856365337100100267740
Conclusion: As a result of the analysis of the composition and structure of fixed assets, we can conclude that in 2009. Compared to 2008, the cost of buildings and structures increased by 6708 tons. p, and the absolute deviation in structure increased by 5.2%. Since buildings and structures were acquired.
In 2009 compared to 2008 the cost of machinery and equipment increased by 13217 tons. p, and the absolute deviation in structure increased by 0.5%. Since the machines were purchased.
In 2009 compared to 2008 the cost of vehicles increased by 4903t. p, and the absolute deviation in structure decreased by 3.7%. Since they were purchased vehicles.
In 2009 compared to 2008 the cost of working livestock increased by 114 tons. p, and the absolute deviation in structure increased by 0.1%. Since the number of working cattle has increased.
In 2009 compared to 2008 the cost of perennial plantings increased by 1832 tons. p, and the absolute deviation in structure increased by 8.2%. Since the area on which there are perennial plantings has expanded.
In 2009 compared to 2008 total cost increased by 26774t. p, and the absolute deviation in structure did not change. As buildings, machines, vehicles were purchased, the number of draft animals and the area of perennial plantings increased.
Table 2.
The size of the land area of the agricultural enterprise.
No. Indicators 2008 in ha. 2009 in ha. Absol. off + - Relative off %1Total land area56056103498108.92Administrative building2020003Warehouses (if any) 5050004Agricultural land (if any) 492050681481035Shop area, stalls, etc. (if any) 1515006 Roads5008503501707Other10010000
Conclusion: As a result of the analysis of the size of the land area of an agricultural enterprise, we can conclude that in 2009. compared to 2008 the total land area increased by 489 hectares, and relative deviation amounted to 108.9%. Since agricultural land and roads have been acquired.
In 2009 compared to 2008 square administrative building has not changed, the relative deviation has not changed.
In 2009 compared to 2008 the area of storage facilities has not changed, the relative deviation has not changed.
In 2009 compared to 2008 the area of agricultural land increased by 148 hectares, and the relative deviation was 103%. Since agricultural land was acquired.
In 2009 compared to 2008 the area of shops and stalls has not changed, the relative deviation has not changed.
In 2009 compared to 2008 the area of roads increased by 350 hectares, and the relative deviation was 170%. Since the roads were purchased.
In 2009 compared to 2008 the area of other lands has not changed, the relative deviation has not changed.
Table 3
Labor resources.
№Indicators 2008 2009 Absol. off + - Relative decl. %1Total workers21524631114.42 Including: Workers engaged in production of them: Permanent workers16918617110Tractor drivers, machinists303000Machine milking operators23296126Cattle breeding workers15172113.3Seasonal workers. 71912271.43 Employees of them: Administrative and managerial personnel13141107.7 Specialists1815-383.3
Conclusion: As a result of the analysis of labor resources, we can conclude that in 2009. compared to 2008 the total number of employees increased by 31 people, and the relative deviation was 114.4%. Since new employees were accepted into the organization.
In 2009 compared to 2008 the number of permanent employees increased by 17 people, and the relative deviation was 110%. Since the number of workers increased compared to last year, and they were not fired during the year.
In 2009 compared to 2008 the number of tractor drivers and machinists has not changed.
In 2009 compared to 2008 the number of machine milking operators increased by 6 people, and the relative deviation was 126%. Since new employees were hired.
In 2009 compared to 2008 the number of livestock workers increased by 2 people, and the relative deviation was 113.3%. Since new employees were hired.
In 2009 compared to 2008 the number of seasonal workers increased by 12 people, and the relative deviation was 271.4%. Since new employees were hired.
Table 4
Financial results.
No. Items rev. 2008 2009 Absol. off + - Relative off %1Proceeds from the sale of products, works, services. T. r. 3900526345-1266067.52 Profit from the sale of products (works, services) T. R. 174085206780489.73 Cost of products sold (works, services) T. R. 4074534865-588085.64Profitability%0.040.30.2675
Conclusion: As a result of the analysis of financial results, we can conclude that in 2009. compared to 2008 proceeds from the sale of products, works, services decreased by 12660 tons. p, and the relative deviation was 67.55%. Since fewer products, works and services were sold
In 2009 compared to 2008 profit from the sale of products (works, services) increased by 6780 tons. p, and the relative deviation was 489.7%. since the price of goods was higher than last year, profits increased.
In 2009 compared to 2008 the cost of sold products (works, services) decreased by 5880 tons. p, and the relative deviation was 85.6%. Since the production of products required a smaller amount of costs.
In 2009 compared to 2008 profitability increased by 0.26%, while the relative deviation was 75%. Profitability has become greater as the profit from sales has become greater, and production costs have decreased.
Table 5
Production of commercial products.
No. Name 2008 2009 Absol. off + - Relative off %1Cereals: Wheat89379220283103.2Barley170840670494.1Oats0499499499002Cattle meat299555482553185.23Milk8767166207853189.6
Conclusion: As a result of the analysis of the production of marketable products, we can conclude that in 2009. compared to 2008 wheat production increased by 283t. p, and the relative deviation was 103.2%. Since the area of agricultural land has increased, as well as productivity.
In 2009 compared to 2008 barley production increased by 670t. p, and the relative deviation was 494.1%. Since the area of agricultural land has increased, as well as productivity.
In 2009 compared to 2008 oat production increased by 499t. p, and the relative deviation was 49900%. Since it the new kind products.
In 2009 compared to 2008 production of cattle meat increased by 2553 tons. p, and the relative deviation was 185.2%. Since the number of livestock has increased, due to the acquisition of new heads.
In 2009 compared to 2008 milk production 7853t. p, and the relative deviation was 189.6%. Since the number of cows has increased and the number of milk yields has increased.
The number of livestock.
No. p / p Names 2008 2009 Absol. off + - Relative off %1Total animals of which: 27062334726410123.7-Cattle26202324476245123.8-Horses8601025165119.2
Conclusion: As a result of the analysis of the livestock population, we can conclude that in 2009. compared to 2008 the total number of livestock increased by 6410 tons. p, and the relative deviation was 123.7%. Since cattle and horses were purchased, as well as an increase occurred due to the birth of cattle and horses.
In 2009 compared to 2008 the number of cattle cattle increased by 6245 tons. p, and the relative deviation was 123.8%. Since cattle were purchased
In 2009 compared to 2008 the livestock of horses increased by 165 tons. p, and the relative deviation was 119.2%. Since the horses were purchased.
After analyzing the dynamics of the main activities of the organization, we can draw the following conclusion about economic condition enterprises:
On the whole, the enterprise in 2009 had a tendency to increase fixed assets, the size of agricultural area, labor resources, as well as livestock, which can undoubtedly be considered a positive trend. But at the same time, the company sold fewer goods, works and services - this is a negative trend, since it produced significantly more products than last year, since it was not sold in full, the company lost a significant amount Money.
2.2 Mission of the organization and objectives of the first level
2.3 Organizational structure of the enterprise
In the organization, Niva LLC has a linear management structure.
This structure assumes:
· Unity and clarity of command;
· Consistency of actions of performers;
· Increased responsibility leader for the result;
· Efficiency in decision-making;
· Receipt by the performers of interconnected orders and tasks, provision of resources;
· Personal responsibility for the final result of the activities of his unit.
Line Structure Diagram:
2.4 Characteristics of the external environment
Environmental factor Content of the factor Influence on the system Environmental factors of direct impact1. Consumers population purchasing goods and services for personal consumption; organizations that purchase products for further processing and resale. government agencies(wholesale buyers of products for government needs. (for example: educational institutions)). intermediate sellers who purchase goods and services for their subsequent resale at a profit for themselves; Dairy products; Meat products; Flour, compound feed, grain, barley, oats. 2. Competitors In the area where it is directly located this organization, there are no producers of this agricultural product, but producers supplying identical products from other settlements. Dairy products do not have much competition, since the shelf life of these products is not very long, and competitive enterprises are located at a considerable distance and it is extremely difficult for them to deliver products with a minimum of time. Products plant origin enough high competition, since the climate in the area where cereals and other crops are grown is not very suitable, thus the quality of products made from these crops will not differ high quality. Competitors have higher quality products. Factors of indirect impact Natural and climatic factorsClimatic and weather conditions affect not only the harvest of grain crops, but also the stocks of hay and feed for livestock, and consequently the number of cattle and milk yield. Natural and climatic factors are a source of risks in agriculture and natural disasters leading to the loss of crops, as well as economic risks affecting food security in general. Politics and law. Any enterprise is closely dependent on political and economic stability, legal protection property and the uncertainty of the future. The effect of political factors affects enterprises in the form of tax incentives and preferential duties, the stability of sales transactions with other countries; on acceptance legislative documents that govern their activities.
2.5 Control methods
In the organization LLC "Niva", all methods of management are used, but to varying degrees.
For example:
· The economic method is the use of material incentives for employees, a system of responsibility for the quality and efficiency of work. The economic standards of the functioning of the enterprise are also used, such as: labor productivity, profitability rates, capital-labor ratio.
· administrative method. The organization studies and uses the legislative acts of the country, as well as uses the system of normative and methodological documents enterprises (standards, methods, regulations, instructions, as well as orders, instructions, instructions approved by the management of the enterprise).
· Socially - psychological method. It includes a system of selection, training and retraining of personnel, as well as ways of organizing labor and jobs.
These management methods will be effective and bring noticeable results only if they act simultaneously.
3. The role of the leader in management
In the Niva LLC organization, the leader is most suitable for the role of "negotiator", since he negotiates with the aim of accepting effective solutions taking into account different opinions, he collects and distributes information, shows himself as a leader and eliminates problems.
.1 Leadership style
The leader puts concern for production at the forefront and practically does not carry out social activities, as he believes that it is a manifestation of softness and leads to mediocre results.
He believes that the quality of managerial decisions does not depend on the degree of participation of subordinates in its adoption.
positive moment such management is high level responsibility, ability to work, organizational talent, manager's intellect.
However, a distance is constantly maintained between such a leader and his subordinates, often there is no direct connection and mutual understanding, only a satisfactory level of group discipline is maintained.
3.2 Goal tree
3.3 Properties of targets
1) - subordination, i.e. the goals of the subsystems of the higher level determine the goals of the subsystems of the lower level (a practical conclusion is that goals should be formed from top to bottom);
) - deployability, which is expressed in the fact that a more general goal is specified by several more local, private ones.
Deployability can be carried out by content, by time, by level.
At the same time, the goals can be:
short-term (tactical) - up to 1 year;
medium-term - from 1 to 5 years;
long-term (strategic) - planning horizon of 5 or more years.
Results of the analysis of practice.
The object of the study is the enterprise LLC "Niva".
The results of the analysis of the dynamics of the main performance indicators of the organization:
.LLC "Niva" has all the fixed assets necessary for the further development of agricultural production, such as:
· Buildings, structures.
· Cars and equipment.
· Vehicles.
· Working cattle.
· Perennial plantations.
After analyzing the dynamics of their increase, we can conclude that the enterprise is fully provided with fixed assets, tends to increase them, which directly affects the result of economic activity, the quality, completeness and timeliness of the work, hence the volume of production, cost and FSP ( financial condition enterprises).
One of critical factors increase in production efficiency is the provision of fixed assets of the enterprise in required quantity.
.After analyzing the size of the land area of an agricultural enterprise, the following analysis results can be drawn:
Land is the main element of national wealth and the main means of production in agriculture.
That's why rational use land resources is of great importance for the development national economy. It is closely related to the volume of agricultural production.
Increase total area land, affects the increase in the amount of crop, therefore, leads to an increase in the profitability of the organization. Proper land management allows you to track the fertility of the land and other factors that affect the yield and quality of grown crops.
.Labor resources. An analysis of labor resources showed that in general the number of employees increased, but if we consider separate group such as specialists, their number has decreased, this may adversely affect the activities of the organization. As the workload on the remaining specialists increases, it becomes more difficult for them to cope with their duties, which can lead to conflicts between employees of the organization, and therefore not a quality job. In this case, the manager needs to carefully monitor the specialists, and it is possible to decide to increase the staff.
4.Financial results.
· Revenue from the sale of products, works, services decreased, as fewer products, works and services were sold.
· Profits from the sale of products (works, services) increased, as the price of goods was higher than last year, profits increased.
· The cost of sold products (works, services) decreased, since fewer costs were required for the production of products.
· Profitability has increased as profit from sales has become larger and production costs have decreased.
5.Production of commercial products.
· Cereal production increased as the area of agricultural land increased, introduced new culture- oats, as well as climatic factors.
· The production of cattle meat has increased, as the number of livestock has increased, due to the acquisition of new heads.
· Increased milk production, as increased the number of cows and increased the number of milk yields.
6.The number of livestock. The number of livestock has increased as cattle and horses have been purchased.
All performance indicators of the organization are closely related to each other, since an increase or decrease in some indicators sometimes directly, sometimes indirectly affect the change in others. The task of the manager is to keep track of all changes, to take necessary measures make the right decisions, plan the future activities of the organization.
When analyzing the enterprise, the mission was identified, as well as the goals of the organization.
A goal tree has been built - it clearly shows the internal and external goals of the organization, these goals are achievable, considered and will be further implemented by the organization.
Analysis of the structure of the enterprise revealed a linear management structure. It is not very suitable for this organization, as it a large number of employees, but still, this system has been functioning for a long time, and the manager has done everything so that it serves only for the benefit of the organization.
When analyzing the nature of the external environment, factors of the direct impact of the external environment were identified, these are consumers and competitors, based on research data, conclusions can be drawn and measures can be taken to improve the external environment using various methods (for example, advertising, improving product quality, concluding contracts with organizations for the supply of products, etc.).
An analysis of indirect impact factors was also carried out. It can be concluded that the organization cannot influence nature - climatic factors, but you can track information from the Hydrometeorological Center to avoid many situations associated with poor harvests by carefully planning the time of soil preparation, and planting those crops that are most suitable for growing in a given terrain, as well as take into account the natural and climatic conditions when harvesting, avoiding losses and damage to products.
An analysis of political factors showed that an enterprise should respond to their actions, since in any case they will affect the enterprise, if you carefully monitor the political and legal life of the country, you can take very important decisions which will directly affect the performance of the enterprise.
In the analysis of leadership style, was chosen authoritarian style, as it most closely matches the leadership style this enterprise. This style assumes concern for production and practically does not carry out social activities. When analyzing this style of leadership, it should be noted that a small focus on social activity gives rise to conflicts in the team, the organization of informal groups that can adversely affect the activities of the enterprise.
When writing the theoretical part of this test, it was possible to consolidate theoretical knowledge obtained in the study of this discipline, to develop skills independent work with literature, apply the main provisions of the course. Understand the importance of goal setting in management. Find out the conditions and requirements under which the goal is most achievable.
Building a goal tree helped to define the mission of the organization, as well as external and internal goals, which will undoubtedly affect the further development of the organization.
The following conclusion can be drawn from the practical part of the control work:
In general, the enterprise tends to develop (an increase in fixed assets, land and labor resources, an increase in the number of cattle, the introduction of new varietal crops for the enterprise into production). But you can make the following recommendations for better enterprise management:
· The company should pay attention to environmental factors, namely competitors. In order for competitors not to pose a danger to the activities of the organization, it should conclude long-term contracts that are beneficial to both parties, as well as pay attention to advertising the products of this enterprise.
· Monitor indirect impact factors more closely.
The results of writing a practical assignment showed the importance of management in enterprise management, in particular on the topic under consideration: "Goal setting in management."
The practical part made it possible to consider many factors influencing the activities of the organization, draw conclusions and make recommendations for improving the activities of the enterprise.
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