Goal setting in business planning. The main functions of school management: goal setting, planning, organization, control

FEDERAL AGENCY FOR EDUCATION OF THE RUSSIAN FEDERATION

STATE UNIVERSITY OF MANAGEMENT

DEPARTMENT "ORGANIZATION AND MANAGEMENT THEORIES"

Goal setting and planning in the organization

Fulfilled by _____________________

Received by: I. V. TOMORADZE

Introduction

1. Planning

2. Goal setting

3. Strategic planning

Conclusion

Literature

INTRODUCTION

Where does the job of any manager begin? In order to effectively manage an organization, it is necessary, first of all, to have a clear and consistent idea of where we are going and why we are going this way. This "vision" is the result of what is called planning.

Planning is essential function management is carried out by drawing up plans for the work of the organization, its constituent parts and workers. The basis in this process is goal-setting - the choice of targets that ensure movement in given direction. Strategic planning sets the direction for the entire system of organization plans for the period under consideration.

Planning is a kind management activities associated with the preparation of plans for the organization as a whole, its divisions, functional subsystems, departments, services and employees. The planning process consists of the following stages: setting goals, allocating resources, communicating plans to employees. Plans are classified according to the duration of the planning period and levels of organizational planning.

Goal setting - goal setting - is the most important starting point of planning. objective function is carried out through a number of stages, each of which corresponds to one or another type of target setting: mission, vision, goal. The first stage is the development or refinement of the mission of the organization, expressing the philosophy and meaning of its existence. The vision of the organization is developed for the final a long period and reflects the idea of what the organization should be after this period.

The goals of an organization are the most concrete expression of the mission and vision in a form that is accessible to manage the process of its implementation. The setting of these goals is carried out in accordance with the principles developed by the theory and practice of management. There are many different ways to classify goals. Each of them describes the specifics of the goals being developed. Between all goals there is close connection and interdependence, which allows us to consider them as a system of organization goals - a tree of goals.

Strategic planning, which arose in the 60s. XX century, constantly evolving. Currently, planning in the organization is carried out at several levels.

After setting the mission, developing the vision of the organization and analyzing the strategic profile, it is necessary to determine the duration strategic period within the framework of the vision under consideration and put the appropriate strategic goals. Analysis of internal and external environment allows you to formulate alternatives and choose the optimal strategy for the development of the organization for a given period.

1. PLANNING

What is meant by planning? It is a process that includes defining the organization's goals and objectives and developing an overarching hierarchical structure of plans to unify and coordinate all of the company's activities.

Planning is a type of management activity related to the preparation of plans for the organization as a whole, its divisions, functional subsystems, departments and services.

Planning is not always seen as separate view activities. It is often considered as part of strategic planning and strategy formation. However, strategic management and planning does not by itself cover all planning issues.

Planning goals.

1. Determining the direction of the company's development. The lack of a single direction makes development almost impossible. AT best case development will take place randomly and inconsistently, contrary to the plans and intentions of management.

2. Reducing the impact of all kinds of changes in the external and internal environment. Plans allow you to foresee appropriate changes in the external and internal environment and prepare in advance for negative changes and make the most of positive ones.

3. Minimizing losses from the irrational use of labor and resources. Plans allow you to rationalize the use of all types of resources. This follows, in particular, from what was noted above. The unified system of plans provides for the most short cut to a given goal.

4. Establishment of standards suitable for further control. Properly drawn up plans imply the possibility of effective control over their implementation.

Planning as a process includes the following steps.

1. Setting goals and objectives. This step is related to the definition correct setting and systematization of the goals of the organization. If strategic planning is carried out in an organization, then further decomposition of the main goals gives way to strategy development.

2. Development of strategies, programs and plans to achieve the goals. The strategy, as a way and means of achieving the set goals, determines the further planning process. At this stage, goals and objectives are specified, ways to achieve them are formed.

3. Definition necessary resources and their distribution by goals and objectives. This stage of the planning process, as well as the next one, represent the immediate boundary, in fact, of planning and organizing the implementation of plans. Here the material side of the matter is determined.

4. Bringing the plans to everyone who must carry them out, who is responsible for their implementation. This is necessary condition successful planning. In practice, many plans are not carried out correctly precisely because of the distorted or missing ideas of the employees of the organization about the means and ways to achieve the goals. This stage borders on the function of motivation.

The diversity of the goals of the organization leads to the need to develop a system of interrelated work plans aimed at achieving them. The classification of the entire set of plans of the organization is carried out according to the duration of the planning period and according to the structural components of the organization.

According to the duration of the planning period, strategic, tactical and operational plans are distinguished.

1. Strategic. These plans are related to the development of the organization's development directions and strategic goals. Strategic planning will be discussed in more detail below. AT this case planning covers a period of time, typically 3–5 years.

2. Tactical. Tactical plans are drawn up for the medium term, up to about 1 year. The implementation of tactical plans is necessary for the implementation strategic plans.

3. Operational. This type of plan is associated with daily work, setting operational tasks, implementation, analysis of the situation, etc.

According to the structural components of the organization, plans are divided into plans for the organization as a whole, plans for structural units and functional subsystems.

1. Plans for the organization as a whole. Such plans are developed by the top management of the organization and are mandatory for implementation by all its divisions.

2. Plans of structural units. These can be plans of independent business units, profit centers, more or less independent divisions of the organization, which independently determine the directions for the implementation of the general plans of the organization.

3. Plans of functional subsystems. This is the lowest level of organizational planning. In this case, plans are drawn up according to the functional subsystems of the organization - such as production, financial, marketing, etc.

Thus, planning is a necessary stage of the management process. It allows you to determine the direction of the company's development, reduce costs and rationalize the use of all resources in the organization. The core of planning is goal setting. In addition to goal setting, the planning process includes the development of strategies, programs and plans for the implementation of the goals set, the determination of the necessary resources and bringing the plans to the executors.

Plans can be divided according to the criterion of the duration of the planning period and the structural components of the organization. All plans are mutually linked with each other and represent a single system of organization plans.

2. GOAL-SETTING

Goal setting - setting goals, the basis of planning. There are 3 types of goals: mission, vision and, in fact, the goal.

The mission determines what the organization was created and exists for, gives meaningfulness and purposefulness to the actions of people, allowing them to realize not only what they should do, but also why they carry out their actions. The mission is a statement that reflects the interests of society, owners and personnel of the enterprise, giving a general idea of the field of activity, general principles of work, etc.

Mission is the purpose of an organization's existence.

The need to define the mission of the organization appeared in the 70s, when it was necessary to briefly characterize the organization and its main differences from others, when it was necessary to find starting point organization strategy. The introduction of this concept into a wide circulation is due to the following main reasons:

1) the role of public, state political and other control over the activities of organizations has increased;

2) the owners of organizations have realized that only their goals or only profit can no longer be the main goal of the organization;

3) in a saturated market, the organization was required to define its "individual person";

The function of pedagogical analysis lays the foundation for the implementation of the second the most important type management activities - goal-setting.

A goal is a pre-programmed result that a person should receive in the future in the process of carrying out a particular activity.

The goal acts as a factor that determines the method and nature of the activity, it determines the appropriate means of achieving it and is not only a projected end result, but also the initial stimulus of activity. Clarity of purpose helps to find the "main link" in the work and focus on it. Any single goal must have completeness of content. The goal should be operational (controllable, diagnosable) in terms of determining the expected result.

Any educational system is created to achieve a specific goal and is a purposeful system.

Goal-setting is the process of forming a goal, the process of its deployment. According to Yu.A. Konarzhevsky, goal-setting is a responsible logical and constructive operation that can be carried out according to the following algorithm: “analysis of the situation - taking into account the relevant regulatory documents - establishing on this basis the needs and interests to be satisfied - finding out the resources, forces available to meet these needs and interests and opportunities - the choice of needs or interests, the satisfaction of which, given the expenditure of forces and means, gives the greatest effect, - the formulation of the goal.

The process of goal-setting is followed by the process of goal-fulfillment, during which the formulated, conscious goal of the educational system is transformed into its consequence - into the implementation of activities, during which one or another of its final results is formed.

As a result, relatively private goals are subordinate to the main goal, although it is also achieved through the implementation of the goals of elements and subsystems, and not by itself.

The "general" goals of complex systems are not simple, they are designed in general view, in very abstract terms. In order for them to be achieved, they must be disaggregated, decomposed into goals that are more specific and specific, but less complex and general. The single goal of the system is expressed in the form of detailed constructions, the construction of the goals of its subsystems and elements, which, being interconnected, form the so-called "tree of goals". The top of this "tree" is the "general" goal.

The types of pedagogical goals are diverse. In the pedagogical literature, normative state goals of education, social goals, and initiative goals of teachers and students themselves are singled out.

The normative state goals of education are an example of the "general purpose" of the system. These are the most general goals defined in government documents, State Educational Standards.

Public goals are goals different layers societies reflecting their needs, interests and demands in education.

Initiative goals are immediate goals developed by a practicing teacher and his students, taking into account the type of educational institution, the subject, the level of development of the student, and the preparedness of the teacher. Based on ideas about the subject of the initiative goal, it is decomposed into three groups of goals:

Group A - the goals of the formation of knowledge, skills;

Group B. - the goals of forming attitudes to various aspects of life: society, work, the topic of the lesson, profession, friends, parents, art, etc .;

Group C - goals of formation creative activity, development of abilities, inclinations, interests of students.

In the structure of the main management functions, the goal plays the role of a backbone factor.

Planning. The management of educational systems needs to determine the expected results in the future, to analyze the opportunities that exist to achieve them, to determine the composition and structure of future actions, to anticipate and evaluate their consequences. All these tasks are solved in the planning process.

The purpose of planning is to develop unity of action between managers (heads of an educational institution, teachers, educators, etc.) and performers in determining the main activities.

A plan is a document that reflects the activities for the implementation certain types activities, the deadlines for execution and those responsible for execution are indicated.

Plannedness is the basis of management both in the socio-economic and in pedagogical areas activities. Development and implementation of the plan are two main stages of the management cycle. Preparation of the work plan of an educational institution is, in essence, the adoption of the most important management decision. The plan reflects the entire management system of the school.

You can plan the work of the school according to goals, objects of management, subjects of management, time, etc.

The quality of planning largely determines the level of intraschool leadership. The abundance of events without taking into account the real capabilities of the performers and the factor of their available time is just as ineffective as superficial, low-capacity and non-specific plans. Violation of the optimality condition is the main cause of formalism in the preparation of the plan, and as a consequence - formalism in its implementation in practical activities leaders and teaching staff of schools.

Management experience shows that planning is effective if it takes into account specific features:

specific teaching staff;

specific educational institution;

Real environment and conditions;

Individual characteristics of those who will implement the activities in practice.

Practical experience allows us to formulate the following basic requirements for planning:

Unity of target setting and implementation results; - unity of long-term and short-term planning;

Implementation of the principle of combining state and public principles in the development of forecasts and plans;

Ensuring the integrated nature of forecasting and planning;

Stability and flexibility of planning based on forecasts.

School documentation reflecting planning includes the annual plan of educational work of an educational institution; monthly work plan of the educational institution; weekly work plan of the director (manager) and his deputies; work plan class teacher; calendar-thematic planning of the teacher; thematic plan teachers; lesson plan teachers; plan for ongoing educational event; a plan for collective work, a plan for the work of a teacher of a preschool educational institution, etc.

The plan cannot provide a holistic vision of the problem, it only reflects the step-by-step process of solving it. An analysis of the various plans shows that the "steps" of the plan (individual activities), as a rule, are not related to each other.

Question 10. Organization.

Organization means structure, structure and combination, as well as a good, planned, deliberate arrangement of something. Therefore, in sociology, the term "organization" is usually considered in three different senses: as an object (phenomenon); as a management process; as an impact or action (adjustment of something). Let us briefly characterize all three concepts.

An organization as an object is an artificial coalition of people that is an element or part of a social structure and performs certain functions. For example, these are enterprises, firms, banks, authorities, institutions, voluntary unions created on a professional or other basis.

Organization as a process is a set of operations that provide the relationship between the components of the system in the process of its existence. This is a type of activity that includes the distribution of functions between members of this team, ensuring interaction between participants, monitoring the execution of instructions and orders of higher officials, distribution of material and monetary funds. In this sense, the organization is nothing more than a process of managing the activities of people.

Organizational management structure (OSU). Constituent components (OSU). Classification of OSU.

OSU - a set of specialized functional units interconnected in the process of substantiation, development, adoption and implementation management decisions. Graphically, it is most often depicted in the form of a hierarchical diagram showing the composition, subordination and relationships of the structural units of the organization. Organizational management structure (OSU) is a set of interrelated elements and management links.

OSU expresses the relationship of power and subordination, which are legally enshrined in normative documents(charter, regulations on divisions, job descriptions, etc.).

Elements are services, groups and workers that perform certain management functions in accordance with the accepted principles of specialization.

Links include several elements.

Relationships between elements are supported by links, which are usually divided into:

* horizontal and vertical;

* linear and functional;

* formal and informal;

* direct and indirect.

Types of OSS:

Hierarchical management structure. Hierarchical management structure - organizational structure management, in which vertical connections prevail, when the upper levels have decisive powers in decision-making, and these decisions are strictly binding on the lower levels.

Innovation and production management structure. Innovation and production management structure - a management structure that provides for the separation of: - management of departments that carry out innovative functions: strategic planning, development and preparation for the production of new products; and - everyday operational management well-established production and marketing of mastered products.

Linear control structure. Linear management structure - the relationship between leaders and subordinate bodies in multilevel systems control, in which the higher link concentrates all control functions, and the control object executes control commands only of its control subject.

Linear-functional management structure. Linear-functional management structure - the structure of management bodies, consisting of: linear units that carry out the main work in the organization; and service functional units. With linear-functional management, line units make decisions, and functional units inform and help the line manager develop and adopt specific solutions. The elements of the management structure are the management links and the links between them.

“If we set ourselves the task of improving the organization without specifying its goals, we run the risk of suggesting better ways to perform unnecessary functions or better ways unsatisfactory end results", - J. O "Shaughnessy.

"93% of people have a dream that can be fulfilled before the end of the week, and they make it a dream of a lifetime."

"Do not set a goal too small. If you do not want much, then you will not achieve much," Jim Rohn.

Remember, if your plans are not supported by the activity of your hands, feet, tongue and head, then the whole power of these goals and plans becomes equal to zero.

Determine the general and particular goals specifically (that is, so that you can check whether the goal has been achieved or not);
To achieve acceptance of tasks by performers, i.e. readiness to fulfill them;
Define private goals so that overall result was as close as possible to the possible, in terms of its usefulness.

must be adhered to the following rules:

Ensuring that the overall goal is known and understood by all those who will implement it is best done when the performers participate in setting this goal.
It is necessary to ensure that the set of private goals ensures the achievement of a common goal.
When discussing private goals, it is imperative to agree on all connections, that is, to fix from whom and what each performer expects in order to complete his work. These connections must be controlled and coordinated by the leader.

Goal setting methods

Determine key areas own life. Try to keep within the "magic number" 7+2. Fix the selected key areas on paper.
- For example: myself (my abilities, inner peace, happiness), work, family, lifestyle (home, life, good things), etc.
Determine the core values of your life. It is also desirable that there are not very many of them (7 ± 2), really focus on what is of paramount importance to you. Write them down.
- For example:
  - Personal growth and development, self-improvement;
  - Professionalism;
  - Freedom, independence;
  - Welfare, etc.
Write down the main goals of your life at the moment. Try not to have too many of them so that the list includes the most significant goals.
- For example:
  - Become the head of the marketing department of firms;
  - "Unwind" brand X;
  - Get a second higher education;
  - Improve health;
  - Build a cottage with a bathhouse, etc.
At this stage, it is important to write down not just fantasies and dreams, but immediately conduct a "result specification" or check the goals for compliance with qualitative criteria, for example, Smart.
Assess the relationship between the goals according to the criterion: "achieving goal A will contribute to, help achieve goal B." Show this as a diagram.
Assess each goal's contribution to value. To do this, you can use the "goals - values" matrix, in which simple or weighted coefficients are set (for example: 0 - not important, 1 - important, 2 - very important). Filling in the goals-values matrix is, in fact, the simplest way to "calculate" goals.
Prioritize - create a hierarchy of goals. At the same time, the coefficients obtained in the "Result" column of the "goals - values" matrix can already be considered in themselves as an assessment of the priority of goals. But prioritization is a responsible and creative task that cannot be solved mechanically, only through numerical assessments. There are a number of prioritization rules, the application of which will help to make a qualitative adjustment of the "calculated" priorities:
- Core values (mission statements, strategy) dictate core goals. Thus, the highest priority should be the goals, the achievement of which contributes to the realization of the main goals of the individual;
- When setting priorities, it is necessary to ensure continuity between the past and the future. The priority goals should equally include long-term (whole life), medium-term (3-5 years), short-term goals (up to 1 year);
- The more promising (long-term) the goal, the lower the motivation to achieve it. If all priority goals are long-term, then there is real probability give up on them and never reach them. There should be no more than three priority long-term goals, and preferably one;
- When prioritizing, you need to remember that "topical" (urgent) and "important" are two different things. You can not sacrifice the main goals for the sake of momentary problems!

Goal tree

The most developed method of goal-setting is the system of procedures for forming a "tree of goals".

Development is carried out by sequential decomposition main goal subgoals according to the following rules:

The goal statement should describe the desired outcomes (conditions, items, etc.) but not the actions required to achieve them;
The formulation of the main (general) goal should describe the final result;
The content of the main goal should be expanded into a hierarchical structure of subgoals in such a way that the achievement of the subgoals of each subsequent level becomes a necessary and sufficient condition for achieving the goals of this level;
At each level, the subgoals must be independent and non-derivable from each other;
The decomposition stops when a certain elementary level is reached, when the formulation of the subgoal allows us to proceed to its implementation without further explanation.

In general, the principle of the "tree of goals" ensures the interconnection of many goals different content(economic, social, political, spiritual), their coordination to achieve the main, common goal. The main goal guides quality development communities, systems of social relations.

The formation of the "tree of goals" occurs according to the principle "from the general to the particular". At the top is the main goal. It is divided into separate components - into intermediate goals (goals - means), on the implementation of which its achievement depends. Intermediate goals, in turn, are divided into more specific ones, and so on. Thus, the maximum specification of management activities is achieved. This principle is essentially overall strategy process social management, the possibility of giving it systemic and forms a specific dependency system that allows you to determine the place and role of each goal in the process of its implementation, to distinguish them according to the degree of importance in existing conditions management activities.

Goal setting

Task number 1:

On a new piece of paper, write down five important goals you want to achieve for the rest of your life. Try to paint for yourself a possible picture of your future life and try to install clear goals that can be turned into direct actions.

Task number 2:

Differentiate your life goals according to time criteria. Enter in the columns of the prepared form all the desired goals for the near and distant future.

Life goals.
Personal desires:
- Medium-term goals (for 5 years).
- Short-term goals (for the next 12 months).
Professional Goals:
- Long-term (life goals).
- Medium-term (for 5 years).
- Short-term goals (for 12 months).

After everyone has clarified for himself the question of personal and professional goals, it is proposed to complete a series of tasks to analyze personal resources and select means to achieve the goals.

Task number 3. End-means analysis:

Consider what means (personal, professional, financial, time resources) are needed to achieve your goals, and compare the ideal picture with real situation. To do this, select five important goals and determine what resources are needed to achieve them, check what you still need to achieve and what to start in order to get closer to the goal.

It is proposed to complete the table:

Target.
Facilities.
What is available.
What else is required.

Task number 4:

The last phase of the goal setting process is the concrete formulation of practical goals for the subsequent planning stage. At the same time, we must remember that the goal makes sense only when the deadlines for its implementation are set and the desired results are formulated.

Formulate the results of your desired goals, recheck your plans for their feasibility, and set a time frame for their implementation. In addition, set short-term goals that will contribute to the achievement of your long-term, global goals (fill in the table).

Sphere of life.
Life goal.
Significance.
Implementation period.
practical goals.
Deadline control.

Working with purpose

Let's start from the moment when there is only a desire to change something in your life, but it is not yet clear what exactly and how to do it.

Decide what exactly and in what area you want. No restrictions, no "must" and "should"! Just "want", "like" and so on. You can go from the opposite and list everything that does not suit you in life, determine what you want instead.
Formulate a goal in accordance with the Smart or Clear or Pure criteria. Which goal-setting model to choose is up to you.
The goal should be broken down into several smaller goals, and those, in turn, into even smaller ones.

To do this, you can use the so-called mental maps.

mental maps(they are mind maps, "smart cards", intellect cards, and so on) - this is a simple and very effective way transforming virtually any goals into action plans. Mind maps are very actively used in life management. They allow you to visually consider what needs to be done and how to achieve the goal, determine what actions should be taken, what resources you will need.

Usually mental maps are drawn in the form of a diagram with a center and "branches" radiating from it. On the branches you place explanations or drawings.

When drawing up a mental map, your goal or task is placed in the center. On diverging branches you mark keywords These words should evoke emotion in you. Follow your associations and let your imagination run wild. New associations emerge from each branch. These new links are called second-level branches. The mental map can be expanded almost indefinitely, but psychologists recommend making no more than four levels for ease of understanding.

Consider the option of drawing a mental map by hand. Take a sheet of paper. In the center, draw any geometric figure and write in it your clearly and correctly formulated main goal. Break this main goal into several smaller goals. Draw smaller circles and fill them with the same well-defined goals of the second level. At the same time, connect the main target with small targets with lines or arrows. If necessary, these small goals can be similarly broken down into even smaller ones, and those, in turn, into even smaller ones. Do not bring the details to the point of absurdity. As a rule, three or four levels are enough.

If desired, you can add pictures and drawings to the mental map, use different colors for its design, and so on. All this will make your mental map more emotional and alive. Once you've reached the level of goal fragmentation you want, next to each goal, write a list of simple and specific actions that you need to take to achieve it.

For example:

Reach an agreement.
Prepare.
Discover.
To report.
Assign.

You determine the level of detail of the planned actions yourself. Now it remains only to set the exact dates for the implementation of these actions and coordinate them with your plan, if one already exists. Thus, in the end, you have a clear and specific plan of action to achieve your goal. It remains only to implement it!

smart- the abbreviation S.M.A.R.T has its own decoding, where each letter indicates one of the criteria for the correctness of the goal formulation:

Specific - the goal should be specific and clear.
Measurable - The goal must be measurable.
Achievable - The goal must be achievable.

Realistic/reasonable/relevance - the goal must be realistic (in other cases, acceptable or relevant). Timebound - The target must be limited in time.

For example: "I want to get more money. That's my goal!" Based Smart criteria this goal is, at least, vague and fuzzy (what does more money mean?), immeasurable (how much more? How much exactly?), unlimited in time (when? By what date?). With this formulation, the probability of achieving the goal is extremely low. Or the result will be completely unsatisfactory: after all, getting one more ruble is also "getting more money."

The Clear and Pure models are used similarly, but their criteria are naturally different from the Smart model. Despite the fact that these models are much less known and less popular than Smart, they are no less effective.

According to the model C.L.E. A.R. the goal should be:

Representing the challenge.
Legal.
Eco-friendly.
Acceptable.
formulated in writing.

Accordingly, according to the model P.U.R. E. the goal should be:

positive.
understandable.
relevant.
Ethical.

All cases can be classified according to the criteria of urgency and importance. The key to success lies in learning to separate these two concepts and skillfully classifying tasks into one of four categories:

Important and urgent.
Important, but not urgent.
Not important, but urgent.
Not important and not urgent.

Do all tasks A first, then tasks B, then tasks C, and never do tasks D.

Experience: I did the following: each task that I decided to do was recorded in the task column. In addition, for each task, a value was set in the importance field from 1 to 3.3 - very important tasks that move me towards achieving my goals. Tasks with importance 2 are tasks with normal importance, extra work on the project, training, reading articles on testing and automation. Importance 1 received unimportant tasks that had a dubious effect, after a week you won’t even remember whether you did it or not.

When the number in the "Importance" column was entered, I chose a value from 1 to 3 in the "Urgency" column for the task. 3 received urgent tasks, which had to be completed during the day, or "by yesterday". 2 - a task for a period of more than one day. 1 received tasks without a specific deadline or with a deadline of a week or more.

Further, according to the formula (P = (I-1) * 3 + U, where P - priority, priority, I - importance, importance, U - urgency, urgency), the priority of the task was calculated (automatically) in such a way that the most important ones received the highest priority tasks, urgency distributed priority among tasks of equal importance. Thus, each task received a priority from 1 to 9. Sorting the tasks in descending order of priority gave me a clear hint for which task to do now (from 9 to 1). Upon completion, the task was marked as done, which helped me focus on the next task.

Goal setting methods

Record your progress. It is important to review your progress. This will help determine the pace of your plan, the balance of what has been achieved and not. results achieved. It is impossible to keep everything in memory, therefore, writing down all the details, you will not forget anything and systematize the information.
Look for support. Don't act alone. Staying with your problems alone, you only delay the time to achieve your cherished goal. Consider where you can get help. In fact, you can get it everywhere - on the forum, at work, in the family, among friends and acquaintances, there can always be a person who can help you. In addition, you can find like-minded people: one head is good, but two is better.

Ways of goal setting from the leader

One of the most important tasks of a leader- to ensure the setting of general goals and private goals for each employee. There are three main ways to solve problems of goal setting.

The leader himself determines the overall goal for the entire team and private goals for subordinates, and then issues individual tasks.
The leader determines the general and particular goals independently, then organizes their discussion and, based on the results of the discussion, independently adjusts the goals, formulates and issues tasks.
The leader develops a project of a common goal. Together with employees, he discusses and corrects it. According to his suggestions, the employees themselves develop goals for themselves, and the manager discusses his proposals with everyone. Only after that he discusses with everyone all private goals and approves them.

The way in which the performer is included in the development of goals, the distribution of work, and how he receives various tasks directly affects his motivation. The belonging of the first method to the authoritarian leadership style is quite obvious. The leader may limit himself to the fact that the general goal is known to him alone, and all the others work on assignments. But he cannot hope that his subordinates will strive for high results.

The leader acting according to the second scenario does something to better motivate his subordinates: the common goal is known to everyone who will work on it, everyone is given a task that is understood and accepted. These moments are very significant from the point of view of motivation. With this method of setting goals, the leader maintains necessary minimum, in which one can generally count on some kind of interest of subordinates in the work.

The best conditions for motivation are created by the third way of setting goals. It is time-consuming, requires the manager to be able to organize a collective discussion of decisions, and takes a relatively long time. When setting large goals, it is indispensable, as it is able to provide the highest motivation for subordinates. In the course of such joint study and adjustment, any employee is able to more adequately assess all the points that are important for assessing the achievability of the result.

So, the correct procedure for setting goals requires the leader to:

Determine the general and particular goals specifically, that is, so that you can check whether the goal has been achieved or not;
Ensure the completeness of the private goals necessary to achieve the general;
Ensure that the tasks are understood by the performers;
To achieve the acceptance of tasks by the performers, i.e., the readiness to fulfill them;
Highlight communications (internal and external) that need to be controlled and coordinated;
Define partial goals so that the overall result is as close as possible to what is possible in terms of its usefulness.

It is the connection fixed in the course of goal-setting between private (individual) and common goals can be considered as the main motivating condition. To do this, the procedure for setting goals must necessarily be implemented as a procedure joint work.

If the leader wants the goals to be not only understood by all employees, but also accepted by them as their own, and would have a motivating force, you must adhere to the following rules:

Performers should be involved in goal setting.
Don't set goals too far away. The closer the target, the more it mobilizes.
Setting the lungs to achieve goals does not mobilize, but discourages.
A person is more active and makes more efforts to achieve the goals that he sets for himself. It is necessary to give subordinates the opportunity to formulate their own goals, but be sure to discuss them with them.
It is impossible to allow non-specific setting of goals, as they are uncontrollable.
The set of particular goals should constitute a common goal.
If the performer doubts that he can complete the received task on time, you should not resort to the order, you need to understand the source of the difficulties.
When discussing private goals, it is imperative to agree on all connections, that is, to fix: from whom and what each performer expects in order to do his job. These connections must be controlled and coordinated by the leader.

The control- a necessary function, but most often causing those who are controlled, discomfort. Like goal setting methods, control methods can be different depending on the leadership style being implemented.

If the manager has reason not to trust the qualifications or responsibility of one of the performers, he can tightly control him. If he is dealing with a qualified and responsible employee, then strict control here will only harm.

Control options

The leader controls the work of subordinates, doing it always unexpectedly for them. Subordinates know that at any moment their work can become the object of control. He does not discuss with his subordinates how they will eliminate the identified shortcomings, believing that this is their problem. Determines only the time for which everything should be brought back to normal.
The leader rarely controls the current work of subordinates, especially those who, in his opinion, are doing their job well. When some shortcomings are unexpectedly discovered, he considers them accidental and is not inclined to apply sanctions to his subordinates, but limits himself to asking them not to make similar mistakes in the future.
The leader regularly supervises the work of subordinates. At the same time, they are informed in advance about the upcoming control and are invited to prepare for it. Head of equally interested in both successes and difficulties. Mistakes are not treated as faults. After seeing the work subordinate leader Be sure to discuss with him what and how to do to eliminate the identified shortcomings and difficulties.

The first method can act as an anti-motivator, as it gives the subordinate the impression of distrust on the part of the leader, lowers his self-esteem of abilities. This method can only be applied to those employees whom the manager has reason not to trust.

The second way doesn't even provide required component management - feedback.

The third control option is the most rational.

Control can and should solve other problems, namely:

Emphasize attentive, trusting and respectful attitude to the employee, thereby increasing his self-esteem;
Create a positive emotional mood in the subordinate and get away from unwanted communication emotional tension- resentment, irritation, etc.;
Achieve from the subordinate a positive attitude towards criticisms understanding and acceptance of criticism, willingness to correct shortcomings;
Obtain comments from the employee on the organization and working conditions;
Determine with the subordinate what, when and how to fix and whether he needs help.

In general, in order to make control more effective, you should follow a number of simple rules that have been tested in practice by many leaders and brought them success:

Control should be regular and not unexpected. It should not be limited to individual incidents.
It is not necessary to strive to control everything, it is better to focus on the most important points.
No need to use hidden control. In addition to resentment, annoyance and tension in relationships, he brings nothing.
Controlling, one must try to identify not only shortcomings, but also successes.
There should be no uncontrolled work areas.
The results of the control must be communicated to the subordinate. Negative control results are fruitless if they are not immediately discussed and ways to eliminate deficiencies are found.
The conversation following the results of the control should be constructive.
It is important that the subordinate really (and not formally) draw the appropriate conclusions for himself.
Control is a necessary function, but most often it causes unpleasant sensations in those who are controlled. Like goal setting methods, control methods can be different depending on the leadership style being implemented.

Aspects relating to the manager's professional goals

Discuss goals with subordinates. The goal, in the formulation of which the employee takes part personally, becomes, in a sense, his personal goal, and hence the motive. The more subordinates have the opportunity to participate in the selection and setting of goals, the less time and effort it will take to convince them in the future! Goals dictated from above are bad goals, if only because they are "alien", and each person is interested in his own. Involving employees in goal setting creates a sense of belonging to the company, the importance of which can not be overestimated, not to mention saving the manager's time and effort.

When developing goals, the following circumstance should be taken into account: short-term goals contribute to internal mobilization to a much greater extent than long-term ones. Think for yourself: it's one thing when there are two weeks before the exam, another thing is when it's only one night before it. Therefore, experts recommend breaking down short-term goals into intermediate ones (for example, annual, quarterly, monthly, and even weekly).

You shouldn't set too many goals. Who takes on everything, often does nothing. The amount of work should be commensurate with the capabilities of the team and your own. It is better to concentrate on a few targets: in this sense, a tit in the hands is preferable to a pie in the sky. Continuing this analogy, I note that in management, a few tits in the hands after a while turn into a crane.

"Step by Step Goal Setting Method", developed by M. Woodcock and D. Francis. For setting both personal and professional goals. Step One - Clarifying the Details: Analysis current situation and an answer to the question of what you would like to achieve. This requires imagination and a certain freedom from unreasonable restrictions, which in this moment taken for granted by you. Courage in setting goals should not, of course, border on recklessness and loss of a sense of reality.

step two- Exploring opportunities. Firstly, due to personal characteristics, under the influence of emotions, the leader sometimes may not take some actions that are appropriate in a given situation. The extreme version of this is expressed by the phrase: "I don't (had) no other choice". It means that managers do not see or are unable to see all the opportunities available. In order not to go to extremes, you just need to know that the opinion "I had no other choice" is never true. Secondly, if the manager has identified all the real opportunities available to him to achieve the goals, it may turn out that some of them contradict his own values or cause excessive difficulties for those around him. In this case, you will have to decide how acceptable these possibilities are, but in theory they still should not be discounted. The first thing to do to find out the possibilities is to find (install) as many of them as possible, whether you like them or not, whether they suit your needs. ethical principles or do not match. A certain number of possibilities can (and should) be eliminated, but it is psychologically correct to do this after all possible actions have been identified. The first step ends with the creation of a list of opportunities to achieve the goal.

Step Three- deciding what you need. To implement this step, it is recommended to answer three questions: which of your personal values are most important to you? How much risk are you willing (and able) to take? How will your decisions affect those around you?

Step Four- choice. In fact, this means that you decide to direct efforts in one (or several) possible directions, abandoning others. Of course, there are no methods that allow you to make an error-free choice from the available options. Choosing the most attractive and promising course of action, you cannot be sure that this is the case. At the same time, some purely psychological points should be taken into account: doubts in the selection process are quite acceptable. But if you have made a choice, then act. An intelligent person doubts before he has made a decision, an unintelligent one after.

Step five- clarification of the goal. The goal, formulated vaguely, indefinitely, most often remains a good wish. As you know, the road to hell is paved with good wishes. Often, to achieve one goal, a number of various activities, and therefore a situation arises when the desired final goal is lost and the person "plunges" into the routine. Mapping logical links between common tasks and specific goals helps to avoid additional and unnecessary efforts.

Step Six- setting time limits. Strict time limits must be set for each task (strategic and tactical).

step seven- Achievement control. In order to keep track of your achievements, it is recommended to take some measure of success as a basis. Objective criteria (measurements) are necessary, even if they require a rigid order. If they are, a person receives some psychological benefits: there is a feedback on the effectiveness of work; on the way to the goal, a feeling of satisfaction arises, and success inspires; in case of failure, an opportunity is created to rethink the chosen strategy and plan new actions.

Ask yourself which of the steps you most often miss or perform poorly, and you will get a basis for reviewing and developing your management skills.

Goal setting model in NLP is based on the idea of a motivating result (a well-formulated goal). Unlike many psychological directions analyzing the causes of failure, NLP asks: "What do you want?"

Conditions for a well-defined goal:

The goal is stated positively.
The target is under your control.
The goal is verifiable in sensory experience.
The goal is environmentally friendly, it retains the original positive spin-offs.
The target is in the right context.
The goal depends on access to resources.
Possible obstacles.
You know the first steps to achieve the goal.

Steps:

The goal should be formulated positively. This is very important point. The goal should not define what is bothering you in life, not what you do not want or what you want to get rid of. The goal should define what you want to get, what you want to have, who you want to become, what you want to achieve.
The target must be under your personal control. If the goal is out of your control and its achievement depends not on you or not only on you, then the probability of achieving it is sharply reduced. Achieving the goal should depend only on you. If this is not the case, then the goal should be revised or reformulated.
The goal must be represented through the senses. If you can clearly imagine what you will feel, what you will see and hear when your goal is achieved, then the probability of successfully achieving it is very high. If this causes difficulties for you, then the goal most likely needs to be revised or adjusted. The specificity of your ideas is also important here: what exactly do you see, hear and feel? Where exactly? In what quantity? How much exactly? Such clarifications will allow you to make the picture of achieving the goal the most realistic, and the goal itself achievable.
The goal must be in a certain context. That is, you should specify: when, where, with whom you want to achieve this goal. The more specific and detailed, the better. Imagine that the goal has already been reached. Where will it take place? When will this happen? Who will surround you? What will surround you? In the process of such concretization, you can discover a lot of new things for yourself and, possibly, make significant changes both in the goal itself and in the plans to achieve it.
The goal should be environmentally friendly. That is, the goal must retain all the advantages of the present provision. When building something new, it is desirable not to destroy the valuable and important that already exists. Achieving the goal should not result in significant losses in other areas of life or harm you or someone else. For example, a major business goal may require prohibitive time resources from you, which in turn may lead to sharp deterioration in your personal life and negatively affect the lives of people close to you. It suits you? If not, then you need to make the necessary adjustments to your goal.
The target must be the right size. It makes sense to break this goal down into several smaller goals. And those, in turn, can also be broken down and eventually come to the size of the goals with which it is most convenient and comfortable for you to work.
The goal should include obstacles that may arise on the way to its achievement. That is, you need to foresee at the very beginning what internal and external obstacles you may encounter on the way to the goal. For example, if you have had your goal for a long time, then what prevented you from starting to achieve it earlier? What personal qualities and properties of yours can prevent you from achieving your goal? What obstacles might come your way? Who or what can stop you? Think about it. Of course, at the very beginning it is unlikely to foresee absolutely all the obstacles that you may encounter in achieving your goal, but very many of them can be foreseen. So, you can prepare for them.
The goal should describe the resources needed to achieve it. Resources are anything you need to achieve your goal. Consider what resources you will need. What resources do you already have? What resources do you need to find? And where can you find them? How can you do it?
The goal should describe the first specific steps upon its achievement. Plan these steps as soon as you have set your goal. What will you do to achieve your goal first? What can you do today? Maybe you can do something right now? It is very important to reinforce the goal setting with the first actions to achieve it. These should be very concrete and tangible steps.

By working well on your goal from the very beginning, you will minimize the difficulties and obstacles that you may have on the way to achieving it, and make it much easier for yourself to achieve your goal. Good luck in setting and achieving your goals!

Troubleshooting

"What do you want to stop or avoid?"- I don’t like self-doubt, laziness, inability to answer for myself and what is too important for me, how other people evaluate me.

The opposite of the problem:

"What is the opposite of a problematic state?" Determine what is the opposite of the stated problem(s). I would like to be self-confident, collected, able to be responsible for my own actions, taking into account the opinions of others, but more focused on my own assessment.

Who has already done this:

"Who is already able to achieve a desired state similar to yours?" Find people who already have the qualities you want. In my opinion, Ivan Stepanych, Rabindranath Tagore and Tarzan have these qualities.

With logic:

resort to logical thinking and determine what qualities should be present in the desired state. I would also like to have such qualities as a great capacity for work, a little arrogance, the ability to learn quickly and quickly switch from one type of activity to another. I wanted to be confident that I could achieve my goals and consider myself competent enough to make responsible decisions.

Extension:

"What qualities related to your desired state do you already have, and what would you like to do more of?" Determine what you already have and what you need to add. I already have attention to other people and the ability to achieve my goal. But I would like more self-confidence and just a sense of confidence in difficult situations.

"As if":

"If you already had your desired state fully achieved, what would you do, or what else would you do?" What will you do after you achieve what you want? What are your plans? After I achieve this goal, I would like to start developing such qualities as professionalism and constancy.

Effective Ways to Set a Goal

Only certainty. No general terms. Phrases such as "I will do fitness" or "eat more fruit" are not entirely appropriate. It is very important to use measurable concepts - what day you are going to sign up, how many times a week you will study, what norm of fruits you eat for yourself. Avoid the words "always" or "never". These words often make us quit.
Make a plan. Don't wait until "someday". Formulating what you need is really just the first step. Now you need to determine what you need to achieve the goal itself, whose help you will need.
Record and set a deadline. Without setting deadlines, your goals will remain your desires. Deadlines force action and action. Not bad, periodically visualize your goal. Visualization brings the realization of the goal closer, as it identifies it in the mind with something very real and obligatory.
Be prepared for failure. There are no perfectly perfect paths to the goal. Successful people understand this and are always willing to take risks. They are not afraid of failure and failure because they know that the law of failure is one of the powerful laws of success. You need to learn to treat failure philosophically. Think of them as stages in your growth, as an obstacle to overcome, but in case of a mistake or failure, you should not give up on your dream.
Record your progress. It is important to review your progress. This will help determine the pace of your plan, the balance of achieved and not achieved results. It is impossible to keep everything in memory, therefore, writing down all the details, you will not forget anything and systematize the information.
Look for support. Don't act alone. Staying alone with your problems, you only delay time to achieve your cherished goal. Consider where you can get help. In fact, you can get it everywhere - on the forum, at work, in the family, among friends and acquaintances, there can always be a person who can help you. In addition, you can find like-minded people: one head is good, but two is better.

Algorithmized questionnaire for strategic planning

In order to draw up a strategic plan, you need to thoroughly and consistently answer a number of questions:

Why and why am I (we) doing this?
What do I (we) want to achieve in the end? Whose interests am I (we) affected by this? Who (what) will be affected by the end result?
What are the conditions (what? who? how?) that affect the process of achieving the goal? What are the obstacles? What are the possibilities?
What do I (we) do well (what are my abilities) and what do I (we) do poorly (what are my weaknesses)?
What should I (we) do immediately, first of all?
What should I (we) do in the future?
What components of the goal are the most urgent, important, promising, profitable?
Which points of the plan will directly help achieve the goal, and which are secondary in terms of the final result?
What kind specific actions can minimize negative influences and consequences, and which ones reinforce the positive? Who specifically is responsible for each action? When, where and how should these actions be performed? What (what resources) is needed for this?
Are there components of the goal that are obviously impossible to achieve? Should new goals be set? Wouldn't the new action plan be more realistic and targeted?

Life planning method

Think and describe your views in categories:

Individual Goals:
- Style, lifestyle, desired image;
- Spiritual, religious or philosophical position;
- economic activity;
- Self-education;
- Decisions concerning the main work;
- Level of physical activity;
- Leisure time, hobbies, recreation.
Interpersonal goals:
- Family;
- Friends;
- Personal life;
- Groups, teams;
- Degree of own leadership.
Long term goals:
- Selected goals that I would like to achieve in 10, 20.30 years;
- What is available now will be remembered with pleasure in 10, 20, 30 years;
- The most important of the most important are the goals that determine the meaning of your life.

psychological method

Make a list of what you dream of, who and what you want to become, where to live, what to do, what to have. Focus. Do not limit your imagination, shorten the words. Draw it if you want.
Look at this list and determine whether the future is in question: the near future or the distant one. In the first case - think of a perspective, in the second - write down the near future.
From all that they wrote, choose the four most important goals for this year, answer the question why they are the most important.
Test the list of four main goals against the rules for planning goals. Please correct if something is wrong.
Now determine the resources needed to achieve these goals: those that are, and those that need to be attracted (resources - anything that is needed).
Recall a few times when you felt you had achieved success, and what resources you used most effectively at that time.
Write at least one page answering the question: "What kind of person do I need to be in order to achieve these goals?"
Now write about what is preventing you from reaching those goals right now.
Make a draft detailed plan achieving these goals. Start at the end (result) and finish at the beginning (first step).
Write down the names of several people who have already achieved what you want to achieve. What helped them? Imagine that each of them gives some advice - write down these tips.
Describe or draw one of your ideal days.
Describe your ideal environment(place, setting, people, etc.).
Review these records periodically and make changes as you feel the need to.

Method of the five main areas of life:

Personal.
Professional.
Social (environment, friends, social status).
Spiritual (internal state, faith, culture).
Sphere of health.

Set a goal for each area. At the same time, the goal is what (or what exactly) I want. And this "What (or what)" should have a vivid image - the brighter, the better.

Draw an arrow and work through the steps: "What can I do for what I want?" and write these steps in this drawing. Remember this drawing and look at it every day. The thing is that a new day comes and you understand that you now have one more opportunity - and you need to write it down. Make all five drawings for each sphere, compare them and be surprised. I have not yet seen another reaction in people. This is a job for many days. After which there is also a periodic adjustment.

goal setting technique

For this technique, we again need a piece of paper and a pen. The technique is performed for several days for 15-30 minutes every day.

Day 1. On a piece of paper, write down everything you would like to achieve in your life. A minimum of 50 things or concepts and a maximum of at least 1000. Re-read and mind your own business.
Day 2. Exactly one day later, return to the sheet and cross out half. Less significant.
Day 3 and beyond. Rosno will return to the sheet in a day and cross out another half, which will seem less significant.
Day N. This is the last day on which you leave 5-10 concepts or things on the list. These will be the most important and valuable goals in your life.

Summary

Any activity is purposeful.
The source of purpose is need. When a need is not satisfied, a desire appears, a lack of obvious way the achievement of which creates a problem, and then the goal appears as something that will solve the problem.
Target selection is purely subjective. If a goal is set or exists, then there is always a goal-setting subject whose point of view is reflected in it. The subjectivity of the goal is expressed, on the one hand, by the knowledge and understanding of the reality of the one who sets the goal, and on the other hand, the goal is aimed at satisfying his specific vital needs.
It is necessary to distinguish between goals from the standpoint of the subject and the object. The goal from the standpoint of the subject determines the goal of analysis, description, design (creation or reorganization) and management. From the point of view of an object, the goal determines the goal of its functioning (existence), which can be laid down when it is created or formed inside it.
The goal can be specific or vague. In the latter case, it is necessary to introduce criteria for assessing the degree of achievement of the goal.
Goal-setting faces a number of problems related to objective and subjective limitations, changing goals over time, goal-setting uncertainty, dangers of substituting goals for means and mixing goals, etc.
Before formulating the final goal, it is necessary to conduct a study of the problem being solved. In particular, it is necessary to expand the problem to a problematic: to identify and consider problems that are essentially related to the one under study, without taking into account which it cannot be solved.
Well-formulated goals should be specific, measurable, achievable, agreed, acceptable and flexible.
Significant assistance in goal setting is provided by "trees" of goals and problems. When reorganizing or automating an object, we can recommend building the following chain of "trees": a "tree" of the object's goals (desires), a "tree" of the object's problems, a "tree" of the subject's goals. The last "tree" considers possible strategies for solving problems.

FEDERAL AGENCY FOR EDUCATION OF THE RUSSIAN FEDERATION

STATE UNIVERSITY OF MANAGEMENT

DEPARTMENT "ORGANIZATION AND MANAGEMENT THEORIES"

Goal setting and planning in the organization

Fulfilled by _____________________

Received by: I. V. TOMORADZE

Introduction

1. Planning

2. Goal setting

3. Strategic planning

Conclusion

Literature

INTRODUCTION

Planning is the most important function of management carried out by drawing up work plans for the organization, its components and employees. The basis in this process is goal setting - the choice of target settings that ensure movement in a given direction. Strategic planning sets the direction for the entire system of organization plans for the period under consideration.

Planning is a type of management activity associated with the preparation of plans for the organization as a whole, its divisions, functional subsystems, departments, services and employees. The planning process consists of the following stages: setting goals, allocating resources, communicating plans to employees. Plans are classified according to the duration of the planning period and levels of organizational planning.

Goal setting - goal setting - is the most important starting point of planning. The objective function is carried out through a number of stages, each of which corresponds to one or another type of target setting: mission, vision, goal. The first stage is the development or refinement of the mission of the organization, expressing the philosophy and meaning of its existence. The vision of the organization is developed for a finite long period and reflects the idea of what the organization should become after this period.

The goals of an organization are the most concrete expression of the mission and vision in a form that is accessible to manage the process of its implementation. The setting of these goals is carried out in accordance with the principles developed by the theory and practice of management. There are many different ways to classify goals. Each of them describes the specifics of the goals being developed. There is a close relationship and interdependence between all goals, which allows us to consider them as a system of organization goals - a tree of goals.

Strategic planning, which arose in the 60s. XX century, constantly evolving. Currently, planning in the organization is carried out at several levels.

After setting the mission, developing the vision of the organization and analyzing the strategic profile, it is necessary to determine the length of the strategic period within the vision under consideration and set the corresponding strategic goals. Analysis of the internal and external environment allows us to formulate alternatives and choose the optimal strategy for the development of the organization for a given period.

1. PLANNING

Planning is a type of management activity related to the preparation of plans for the organization as a whole, its divisions, functional subsystems, departments and services.

Planning is not always seen as a separate activity. It is often considered as part of strategic planning and strategy formation. However, strategic management and planning does not by itself cover all planning issues.

Planning goals.

1. Determining the direction of the company's development. The lack of a single direction makes development almost impossible. At best, development will occur randomly and inconsistently, contrary to the plans and intentions of management.

3. Minimizing losses from the irrational use of labor and resources. Plans allow you to rationalize the use of all types of resources. This follows, in particular, from what was noted above. A unified system of plans provides for the shortest path to a given goal.

4. Establishment of standards suitable for further control. Properly drawn up plans imply the possibility of effective control over their implementation.

Planning as a process includes the following steps.

1. Setting goals and objectives. This stage is associated with the definition, correct setting and systematization of the organization's goals. If strategic planning is carried out in an organization, then further decomposition of the main goals gives way to strategy development.

3. Determining the necessary resources and their distribution according to goals and objectives. This stage of the planning process, as well as the next one, represent the immediate boundary, in fact, of planning and organizing the implementation of plans. Here the material side of the matter is determined.

4. Bringing the plans to everyone who must carry them out, who is responsible for their implementation. This is a necessary condition for successful planning. In practice, many plans are not carried out correctly precisely because of the distorted or missing ideas of the employees of the organization about the means and ways to achieve the goals. This stage borders on the function of motivation.

According to the duration of the planning period, strategic, tactical and operational plans are distinguished.

1. Strategic. These plans are related to the development of the organization's development directions and strategic goals. Strategic planning will be discussed in more detail below. In this case, planning covers a period of time, usually 3-5 years.

2. Tactical. Tactical plans are drawn up for the medium term, up to about 1 year. The implementation of tactical plans is necessary for the implementation of strategic plans.

3. Operational. This type of plans is associated with daily work, setting operational tasks, implementation, situation analysis, etc.

According to the structural components of the organization, plans are divided into plans for the organization as a whole, plans for structural units and functional subsystems.

1. Plans for the organization as a whole. Such plans are developed by the top management of the organization and are mandatory for implementation by all its divisions.

2. GOAL-SETTING

Goal setting - setting goals, the basis of planning. There are 3 types of goals: mission, vision and, in fact, the goal.

Mission is the purpose of an organization's existence.

The need to define the mission of the organization appeared in the 70s, when it was necessary to briefly characterize the organization and its main differences from others, when it was necessary to find the starting point of the organization's strategy. The introduction of this concept into a wide circulation is due to the following main reasons:

1) the role of public, state political and other control over the activities of organizations has increased;

2) the owners of organizations have realized that only their goals or only profit can no longer be the main goal of the organization;

3) in a saturated market, the organization was required to define its "individual person";

4) there was a need for integration at the level of the macrosociety (nation, region, consumers) and at the level of the microsociety (staff of the organization, business partners, investors).

Obviously, a good mission is a matter of paramount importance, and this importance is constantly increasing. The theory and practice of management has not developed a unified approach to the rules for developing a mission. However, there are a number of recommendations that follow from general requirements practices:

1) the mission is timeless, that is, it is formulated outside the time frame;

2) the mission should not depend entirely on current position the affairs and state of the organization;

3) it is not customary in the mission to indicate profit as the main goal or to limit the system of goals to the needs of the organization's management;

4) there should be no contradictions between the mission of the organization, its goals and the missions of its divisions.

If the mission is formulated in terms of certain time, then the vision of the organization is developed for a certain period of time. As a rule, this is a fairly long period, about 10-20 years. Vision is how we want to see our organization in 10-20 years.

Vision - a picture of development for 10-20 years.

This vision may be completely unrelated to the current state of the organization. In order to formulate a vision, you need to ask yourself the following questions:

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

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

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

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

A vision is already a more or less specific situation in the future, to which an organization should strive. The answers to these questions should be carefully considered, as they are the basis for subsequent work on setting the goals of the organization.

Goals are the main goals.

Goals are the results that an individual, a group of people or an organization as a whole strive for.

Goals are a specification of the mission and vision of the organization in a form accessible to manage the process of their implementation.

There are many other definitions of goals in general and organizational goals in particular. They are defined as a defined motive, as a kind of ideal state, as a situation in the future, and so on. All of these definitions are correct and reflect the context in which they are considered. Here, the goal can be defined through the concept of a mission - as a specification of the mission in a form accessible for managing the process of its implementation.

The goal is the concretization of the mission in a form accessible for managing the process of its implementation.

A well-set goal is half the work done. While it would seem that setting goals is relatively simple, there are many problems here. Management practice has developed a number of rules that help to set goals correctly:

1. First of all, the goal has a clear time frame. After due date goal must be met

2. The goal must be specific. In a number of situations, it is difficult to talk about specific goals, but in each such situation one must be aware that this will affect all subsequent stages, and especially at the control stage.

3. The goal must be targeted. Setting a goal to the end means answering the question: who will fulfill it, when, where, under what conditions, etc.

4. The goal should not contradict other goals and itself (it must be realistically achievable).

The diversity of work performed in an organization corresponds to the diversity of goals. Goals can be divided according to such key criteria as: time period, content, frequency, organization structure, functional subsystems, etc.

Goals are divided into the following types according to the time period:

1. Strategic. The period for which strategic goals are set depends on the state of the external environment of the organization. The more mobile, unstable and less predictable it is, the shorter this period. It can range from 1–2 years to 5–10 years.

2. Tactical. These and subsequent goals are logically deployed from the strategic goals. Such goals cover a period from one year to 3-5 years. The value of quantitative parameters increases.

3. Operational. These are goals at the level of specific tasks that must be completed in 1 year, half a year, quarter, month, week, working day, etc. These goals have, as a rule, a clear quantitative expression.

By repeatability, goals can be periodically repeated, constantly solved and one-time. This parameter is very important when planning work to achieve this goal and determining how to achieve it. To achieve repeatable goals, you can spend more funds that pay off on repeat. This forces us to look for something in common for various purposes, which could be repeated in the future.

According to the structure of the organization, the goals of the organization and the goals of the departments are distinguished. These goals should not contradict each other and correspond to the strategic goals.

According to the functional subsystems, it is possible to single out the goals set for the subsystems of marketing, production, finance, etc.

Except for everyone known species goals that are most commonly used in practice, such as goals by time period and by subsystems, there are also less common classifications, for example, by priority: special priority, priority, and others. This is especially important for goal management technologies. The Pareto Principle, for example, states that 20% of efforts produce 80% of the results. The rest, 80% of the efforts give only 20% of the results. Correctly identifying the right goals, those 20%, and focusing on achieving them is already the art of management.

The number and variety of goals in solving challenging tasks large enough. To systematize all this diversity, the so-called. goal tree.

A goal tree is a tree-like graph that allows you to organize the goals of an organization into a consistent system. It is also used as a target decomposition method.

As can be seen from the concept of the goal, its characteristics and types, this is a very difficult task. For the correct decomposition of goals, in addition to the requirements for setting goals, which were mentioned above, there are three main rules related to the construction of the graph itself:

1. The top of the graph reflects one or more key goals

2. The main rule for the decomposition of a goal of any level is as follows: the fulfillment of subgoals of each subsequent level is a necessary and sufficient condition for achieving the goal of the previous level

3. Subgoals of the same level must be independent of each other and not derived from each other.

Goal management is specific method management based on setting goals and monitoring their implementation. Developed by the famous American scientist P.F. Drucker, this method has become widespread in management practice.

The main tasks that management by objectives solves, according to Drucker himself, are:

1) evaluation " a wide range commercial, manufacturing and social processes". This was one of the reasons for the development of this method - expanding the range of goals;

2) verification of the truth of the statements latently laid down by the manager as the basis of the course;

3) assessment and forecasting of the behavior of individual employees, departments and other organizations;

4) improvement of the activities of organizations.

Despite the fact that practice shows the high efficiency of this method, it is not always applicable. There are a number of principles for the implementation of this method, which can be considered in some cases both as limitations and as disadvantages:

1. The method should cover the goals of the organization as fully as possible. In a number of cases, poor organization of management already at this stage cuts off the possibility of using this method, until this situation is corrected;

2. Each manager must have clear objectives, powers and responsibilities. All three of these elements must match. In many organizations, management is strictly centralized and it is not necessary to talk about setting goals within the framework of this method, which implies a certain freedom of action, limited in addition to authority only by control. In such organizations, specific tasks are simply descended, implying a certain way of performing;

3. The whole system of goals is coordinated, and depending on this, work is organized to fulfill them. Coordination takes place, if possible, through joint discussion and mutual consultations.

The stages of management by goals are largely traditional for the management process, in addition to clarifying the responsibilities and authorities at the first stage, these are: development and coordination of a system of goals; coordination of real plans for their achievement; measurement, evaluation and control of the results achieved by each leader. The merit of the method of management by objectives lies not so much in the organization of the stages of the management process, but in the expansion of the "range of goals" and the consistent and purposeful improvement of the main and auxiliary processes through the effective use of feedback. A significant role is also played by the motivation of employees through their participation in the goal-setting process.

3. STRATEGIC PLANNING

Strategy - general plan actions, which determines the priorities of strategic tasks, resources and sequence of steps to achieve strategic goals.

There are three main levels of strategies. Strategy corporate level It is aimed at determining what areas of business the organization should be engaged in. The business-level strategy defines the principles and methods by which an organization will compete in each specific type of business in which it is engaged. The functional level strategy is developed to indicate how the functional units of the organization will support the business level strategy.

Each level of strategy is designed to answer certain questions. Let's take a closer look at all three levels.

If an organization is engaged in several types of business, then it needs a corporate-level strategy - the strategy of the organization as a whole. It is designed to answer the question: what type or types of business should the company be engaged in? At this level of strategy, the roles that each of its business units (or organizational units) will play in the organization are assigned.

Business-level strategies answer the question: how should one compete in a particular line of business? For small organizations that are in a homogeneous business, produce a single product and do not enter different markets, the business level strategy usually coincides with the corporate one.

The functional strategy for each functional service within the business is designed to support the business level strategy. In organizations with traditional functional departments—production, marketing, HR, R&D, engineering, and finance—their strategies should be aligned to support the business-level strategy.

It should also be taken into account that the levels of the strategy are interconnected.

The history of strategic planning - it used to be called that way - dates back to the 60s, when organizations begin to realize the role and impact of the external environment. While long-term planning was sufficient in the past, now the impact of the situation must be taken into account. there is a significant difference between long-term and strategic planning in this regard, despite the fact that both types of planning cover approximately the same period of time. The difference, relatively speaking, is in the direction of the “planning vector”. If long-term planning is carried out, so to speak, “from the base”, that is, we extrapolate the situation from current state affairs and the vector is directed from the present to the future, then in strategic planning, on the contrary, from the future to the present. This means that first a certain situation in the future is determined and what the organization should be like, perhaps even completely independent of the current state of affairs, and then the path is “paved” into the present.

This was new for the theory and practice of management of that time. Organizations made their own destiny. At first, this was expressed in the so-called. portfolio strategy, when the main strategic efforts were directed to the elimination of those types of products, divisions and enterprises that work unsatisfactorily and the acquisition / organization of efficient ones. In many cases, mergers and restructurings have been resorted to.

A fundamentally new idea of strategy was put forward by the American scientist M. Porter in the 80s. 20th century It was based on the combination of microeconomics and management: the competitive advantages of the firm. M. Porter found that there is a so-called. the five forces of competition that determine opportunity and strength competition, and also substantiated two fundamental fundamentally various types strategies: differentiation strategies (keep a competitive advantage by doing something that no one else can), which were preferred and cost saving strategies (keep a competitive advantage by doing the same as others, but cheaper ).

The next stage in the development of strategy ideas is the concept core competencies, developed by S.K. Prahalad and G. Hamel. Its essence was that the organization has a set of so-called core competencies, that is, what it can do the most and what, in fact, underlies all its competitive products.

Development does not stand still and many new approaches appear. Moreover, the concept of "strategic planning" has been replaced by the concept of "strategic management". And this implies the presence of other functions of the management process in addition to the planning function. In this sense, one speaks of a model of strategic management.

However, a number of influential scholars in the field of strategic management believe that modern conditions require a new understanding of strategy. In particular, many try to present the strategy as something complex and whole, not amenable to formal planning techniques, that is, not the result of the application of these techniques. According to them, it is impossible to create good strategy based on this, just as it is impossible to make a scientific discovery, I follow some formal methodology scientific discoveries. We can describe how we arrived at this discovery after it happened, but we cannot apply these observations to make new discoveries. Thus, G. Mintzberg, a prominent modern scientist in this field, believes that such concepts as "strategic planning" (strategic planning) should be separated from "strategic thinking" (strategic thinking). He believes that without the second there will be no strategy, that the second precedes the first, planning is a formal act associated with the implementation of the existing strategy. Similarly, another well-known scientist G. Hamel believes that it is necessary to distinguish "strategic planning" (strategic planning) from "strategizing" ("strategizing"). The latter, in his opinion, is presented as a revolution that must be made by revolutionary entrepreneurs in the organization.

A fundamentally different approach is the approach to strategy as a system of simple rules. According to K. Eisenhardt, the strategy should be presented as simply as possible, based on several key basic processes and general rules that allow you to "grasp on the fly" and implement opportunities that arise here and there in a turbulent and unpredictable external environment.

The model of the strategic management process reveals the relationship between the stages of the strategic management process:

1. Strategy planning. result and main task this stage is the development of a strategy. This stage itself includes such stages as:

Definition/clarification of the mission of the organization;

Formulation of strategic intent;

Setting strategic goals;

Justification and choice of strategy.

2. Development of programs, plans and methods for implementing the strategy. At this stage, the scope is determined necessary changes: what changes and where (structure, culture, wage systems, etc.) need to be made and how to implement. Here we can distinguish such stages as:

Strategic plans for the organization as a whole;

Strategic plans structural divisions organizations.

3. Stage of control and evaluation. This stage is necessary at the stage of strategy implementation to adjust the achievement of strategic goals, and may include the following stages:

Measurement of achieved results;

Regulation and adjustment.

Let's take a closer look at these stages. Within this model, we will focus on the process of strategic planning.

Stage 1. Strategy planning.

The process of strategic planning begins with the mission of the organization. All further stages of planning are closely dependent on the mission.

In some cases, strategy development is not new and the organization has a specific strategic profile as a result of pursuing a specific strategy.

Based on a comparison of the mission of the organization and the current strategic profile, a general idea of \u200b\u200bwhere to go next is formed: the strategic intention (vision) of the organization is formulated.

The term of the vision of the organization is usually 10-20 years. After a specific vision period is justified, it is divided into a number of strategic periods, which also require additional justification. To do this, you can use a preliminary analysis of the external and internal environment.

Having determined the term of the strategic period, it is necessary to set strategic goals for this period, while observing the basic requirements for setting strategic goals (in addition to the general requirements for setting goals discussed earlier):

1. Goals are set in key areas for the organization. This can be competition and markets, profits, sales of products, target markets, marketing, production, personnel, finance, control, research and development, etc.

2. Goals should not be too many. People perceive, as a rule, no more than 4-7 strategic goals.

3. It is necessary to clearly prioritize, mutually link goals.

The next stage is a deeper analysis of the external and internal environment.

The external environment of the organization is represented by environmental factors of direct and indirect impact. The analysis of the external environment can be carried out on the basis of a detailed and consistent consideration of these factors. General analysis environmental factors of direct impact can be supplemented by an assessment of the "five forces of competition", reflecting all possible sources of threats and opportunities for the organization. The emergence of new competitors and substitute products may mean a decrease in profits, a shrinking market, increased competition, the ability / ability of suppliers and buyers to bargain can directly affect entry / exit prices, etc. Even a simple analysis of these five forces can greatly help in assessing the external environment of direct impact.

The analysis of opportunities and threats by environmental factors of direct impact is complemented by a wider coverage of the external environment of indirect impact. The analysis is carried out in a number of areas that characterize the impact of demographic, economic, technological, political, legal, socio-cultural forces of society. At the same time, indicators characterizing the dynamics and trends of their change are used.

The purpose of such an analysis is to identify the opportunities and threats associated with the set strategic goals: what can prevent the achievement of the set goals and what additional opportunities can be realized during this strategic period.

If the analysis of the external environment leads to the establishment of opportunities and threats for the organization, then the internal environment is analyzed for its strengths and weaknesses in relation to the set strategic goals.

Strengths are the activities that the firm does well or the resources it controls.

Weaknesses are activities that the firm performs poorly, or resources that it needs but does not have.

There are various approaches for this: a simple analysis by functional subsystems in an organization, an analysis of the main and auxiliary processes in an organization, an analysis of key competencies.

Key competencies are the main value-creating skills, characteristics and resources of an organization that determine its competitiveness.

In addition to these methods, you can also use methods of analysis life cycle products, product portfolio matrix methods, competitor analysis matrices, etc. These methods are discussed in detail in courses on strategic management.

According to the results of the analysis and evaluation of the external and internal environment, strategic alternatives are formulated. Initially, they can be formulated in the form of standard strategies, i.e. some basic solutions for typical conditions. In this regard, product strategies, competitive strategies, etc. are singled out.

The choice of strategy is carried out on the basis of pre-formulated criteria and within the framework of specific algorithms and methods of strategic planning.

The selected model strategies are then adjusted in accordance with the specifics of the situation under consideration.

Despite the fact that the goal of the strategy planning stage is, in fact, to propose an organization’s development strategy and there are many different planning algorithms similar to the one described briefly above, many scientists and practitioners in the field of strategic management consider the very moment of the “appearance of the strategy” to be not completely clear, which they separated from the subsequent planning of this strategy.

Stage 2. Development of programs, plans and methods for implementing the strategy.

The development strategy of the organization is the basis for the rest of the system of plans in the organization. This stage is aimed at turning the strategy of the organization and the strategic goals set into an interconnected system of plans for the organization and its divisions, the formation of a system of strategic, tactical and operational plans. The results of the preparation of this system of plans are, as a rule, activities related to the implementation important changes in the organization: in its structure, wage systems, production processes, etc.

Stage 3. Monitoring and evaluation.

This stage is connected with the stage of strategy implementation. Concrete changes are being made here, a system of plans and programs of measures are being implemented. In the course of the implementation of strategic plans, all information is collected about the participants in the process and the main performance indicators, there is a constant comparison of the achieved results and planned indicators in order to take the necessary measures in time and correct the course.

CONCLUSION

Planning is a necessary stage of the management process. It allows you to determine the direction of the company's development, reduce costs and rationalize the use of all resources in the organization.

The core of planning is goal setting. In addition to goal setting, the planning process includes the development of strategies, programs and plans for the implementation of the goals set, the determination of the necessary resources and bringing the plans to the executors.

The organization has such goals as mission, vision and goals. The mission is the most global target setting, developed for the entire life of the organization. It reflects what the organization was created and exists for. Vision is how we want to see our organization in a sufficiently long period of time. It may not depend at all on the current state of affairs in the organization. Goals are the most specific goals. Goals should be time-defined, specific, targeted, achievable and consistent.

The goals are very diverse, in order to bring them into a system in practice, you can use the goal tree method. Management by goals allows you to achieve your goals through the flexible use of feedback and a clear, constantly updated system of goals.

The basis of planning in the organization is strategic planning. Correctly delivered strategic planning is the source of the entire system of plans in the organization. The strategic management model reveals the relationship between the main stages: planning a strategy, developing a system of plans and programs based on it, and monitoring the implementation of the strategy.

Literature

1. Vikhansky O.S. Strategic management. – M.: Gardarika, 1998. – 296 p.

2. Korotkov E.M. The concept of Russian management. – M.: DeKa, 2004.

3. Rumyantseva Z.P. General management of the organization. Theory and Practice: Textbook. – M.: INFRA-M, 2001.

4. Robbins S.P., Coulter M. Management, 6th ed.: Per. from English. - M .: Publishing House "Williams", 2004.

5. Meskon M.Kh., Albert M, Hedouri F. Fundamentals of management: Per. from English. – M.: “Delo”, 2000.

6. Directory of the director of the enterprise / Ed. M.G. Lapusty. - M., 1997.

Goal setting - setting goals, the basis of planning. There are 3 types of goals: mission, vision and, in fact, the goal.

Mission - the reason for the existence of the organization.

Need in defining the mission of the organization appeared in the 70s, when it was necessary to briefly characterize the organization and its main differences from others, when it was necessary to find the starting point of the organization's strategy. The introduction of this concept into a wide circulation is due to the following main reasons:

the role of public, state political and other control over the activities of organizations has increased;

the owners of organizations have realized that only their goals or only profit can no longer be the main goal of the organization;

in a saturated market, the organization was required to define its "individual face";

there was a need for integration at the macro-society level (nation, region, consumers) and at the micro-society level (organization staff, business partners, investors).

It is obvious that a good mission is a thing of paramount importance, and this importance is constantly increasing. The theory and practice of management has not developed a unified approach to the rules for developing a mission. However, there are a number of recommendations that follow from the general requirements of practice:

1) the mission is timeless, that is, it is formulated outside the time frame;

2) the mission should not depend entirely on the current state of affairs and the state of the organization;

3) it is not customary in the mission to indicate profit as the main goal or to limit the system of goals to the needs of the organization's management;

4) there should be no contradictions between the mission of the organization, its goals and the missions of its divisions.

If the mission is formulated for an indefinite time, then the vision of the organization is developed for a certain period. As a rule, this is a fairly long period, about 10-20 years. Vision is how we want to see our organization in 10-20 years.

Vision - a picture of development for 10-20 years.

This is the vision may be completely unrelated to the current state of the organization. In order to formulate a vision, you need to ask yourself the following questions:

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

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

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

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

Goals are the main tasks.

Goals are the results that an individual, a group of people or an organization as a whole strive for.

Goals are a specification of the mission and vision of the organization in a form accessible to manage the process of their implementation.

The goal is the concretization of the mission in a form accessible for managing the process of its implementation.

Correctly the goal is half the work done. Despite the relative simplicity of setting goals, there are many problems here. Management practice has developed a number of rules that help to set goals correctly:

First of all, the goal has a clear time frame. After the deadline has passed, the goal must be completed

The goal must be specific. In a number of situations, it is difficult to talk about specific goals, but in each such situation one must be aware that this will affect all subsequent stages, and especially at the control stage.

The goal must be targeted. Setting a goal to the end means answering the question: who will fulfill it, when, where, under what conditions, etc.

The goal should not contradict other goals and itself (it should be realistically achievable).

Goals are divided into the following types according to the time period:

Strategic. The period for which strategic goals are set depends on the state of the external environment of the organization. The more mobile, unstable and less predictable it is, the shorter this period. It can range from 1-2 years to 5-10 years.

Tactical. These and subsequent goals are logically deployed from the strategic goals. Such goals cover a period from one year to 3-5 years. The value of quantitative parameters increases.

Operational. These are goals at the level of specific tasks that must be completed in 1 year, half a year, quarter, month, week, working day, etc. These goals have, as a rule, a clear quantitative expression.

By repeatability, goals can be periodically repeated, constantly solved and one-time. This parameter is very important when planning work to achieve this goal and determining how to achieve it. More money can be spent on the implementation of repeatable goals, which will pay off when repeated. This forces us to look for something in common for various purposes, which could be repeated in the future.

According to the functional subsystems, it is possible to single out the goals set for the subsystems of marketing, production, finance, etc.

In addition to the well-known types of goals that are most used in practice, such as goals by time period and by subsystems, there are less common classifications, for example, by priority: especially priority, priority, and others. This is especially important for goal management technologies. The Pareto Principle, for example, states that 20% of efforts produce 80% of the results. The rest, 80% of the efforts give only 20% of the results. Correctly identifying the right goals, those 20%, and concentrating on achieving them is already the art of management.

The number and variety of goals in solving complex problems is quite large. To systematize all this diversity, the so-called. goal tree.

A goal tree is a tree-like graph that allows you to organize the goals of an organization into a consistent system. It is also used as a target decomposition method.

The top of the graph reflects one or more key goals

The main rule for the decomposition of a goal of any level is as follows: the fulfillment of subgoals of each subsequent level is a necessary and sufficient condition for achieving the goal of the previous level

Subgoals of the same level must be independent of each other and not derivable from each other.

Management by goals is a specific method of management based on setting goals and monitoring their implementation. Developed by the famous American scientist P.F. Drucker, this method has become widespread in management practice.

The main tasks that management by objectives solves, according to Drucker himself, are:

evaluation of "a wide range of commercial, industrial and social processes". This was one of the reasons for the development of this method - the expansion of the range of goals;

verification of the truth of statements latently laid down by the manager as the basis of the course;

assessment and forecasting of the behavior of individual employees, departments and other organizations;

improvement of the activities of organizations.

The method should cover the goals of the organization as fully as possible. In a number of cases, poor organization of management already at this stage cuts off the possibility of using this method, until this situation is corrected;

Each leader must have clear objectives, powers and responsibilities. All three of these elements must match. In many organizations, management is strictly centralized and it is not necessary to talk about setting goals within the framework of this method, which implies a certain freedom of action, limited in addition to authority only by control. In such organizations, specific tasks are simply descended, implying a certain way of performing;

The whole system of goals is coordinated, and depending on this, work is organized to achieve them. Coordination takes place, if possible, through joint discussion and mutual consultations.

Portal for the student. Self-training

Goal setting methods

Goal tree

Goal setting

Working with purpose

Goal setting methods

Ways of goal setting from the leader

Control options

Aspects relating to the manager's professional goals

Troubleshooting

Effective Ways to Set a Goal

Algorithmized questionnaire for strategic planning

Life planning method

psychological method

goal setting technique

Summary

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