And why is it needed, is it, or for clarity, you can use the example of an already built one. The same article is devoted to practical recommendations how to make your own hierarchy of goals.

What is needed to compile

If you are just learning strategic planning or building a tree of goals for yourself, then in addition to the desire itself, you need: A blank sheet of A4 paper (at the training stage - perhaps a stack of paper), a pen.

If you are preparing a presentation of the tree of goals: in this case, many programs on a PC will do (Mind Manager, simple SmartArt MS Word, ...)

Stages of building a goal tree

1. Formulation. This is the top of the tree, it can also be a global large and very complex goal, in contrast to the strategic one, in the possibility of its ultimate attainability. (example, strategic - increase in sales, global - increase in capital by a certain amount; strategic -, global - learn 5 foreign languages). This goal answers the questions: what do I (we, the organization) want to receive or receive after such and such a period? Who I want to be? What do we want to achieve or achieve? Answer - write to the top.

2. Write down the conditions, sub-goals contributing to the implementation of the global strategic goal. Answering questions: under what conditions is it possible to achieve the goal? What do you need to decide in order to achieve goal number 1?See example below.

2.1. Highlight those goals and objectives, conditions that depend directly on us (ourselves), or are subject to our indirect influence, or vice versa - are absolutely independent of us. This is usually formulated as internal, external or indirect conditions. Sign, respectively, the conditions, goals or objectives. This item can be skipped. But sometimes it is also needed.

3. We crush further goals, follow the same procedure as in the case of item 2, but only for the 2nd row of targets. Our task is to build a consistent hierarchy until all the goals are reduced to the implementation of a specific small task, either done once, or in a constant cycle.

We complete the tree on one sheet. But if you need to cross out something for clarity, it’s better to start with a new clean slate.

You need to crush goals sequentially. Those. they should be subordinate to each other, and there were no big jumps.

When writing down this or that step in the hierarchy, it is important to remember that there is always one more option.

The smallest goals should be as simple as possible, the implementation of which realizes, just as simply, a higher goal.

Practice and train again. Ideally, after some time you will reach this

Introduction

By using system analysis you can explore various socio-economic processes and systems to better understand the problem and search for measures to resolve it. In this calculation work, using the methods of system analysis, we will consider the educational problem in order to develop a physically and morally healthy person at the level of modern education. Because this problem has many aspects that involve various options for their solution, it can be considered quite complex and controversial. In order to select the most appropriate options for solving this problem, as well as to create an action plan for the implementation of the entire range of works that ensure its solution, we will build a tree of goals and trees of activities, calculate relative importance coefficients and build a network schedule for the implementation of work.

Thus, the purpose of this study can be defined as the creation of an optimal plan of action to improve modern education in Russia.

Based on the purpose of the study, the following tasks were set:

identify a problematic situation;

Detail the problem;

Solve the problem using system analysis methods.

The object of research is how to develop a physically and morally healthy person.

The subject of the study is the process of developing the education of children and youth.

Goal Tree

The theoretical basis for writing the work was lectures and training and metodology complex Krichevsky A.I.

Building a goal tree

Calculation of coefficients of relative importance

Calculation of coefficients of relative importance (RC) of subgoals (1st level of the goal tree):

Expert Survey Matrix:

Here, experts assign ranks (places) to subgoals, performing the following task: "Place the subgoals in their places based on their importance for achieving the main goal."

Our task is to determine the COP of subgoals, i.e. their share in the composition of the main goal.

This means that the more important sub-goal must correspond to big number(as opposed to assigning ranks in the original survey matrix), so we need to calculate the rank transformation using the formula: (max rank - expert rank).

Conclusion based on the calculation of KOV at the first level:

When detailing, the main goal is " modern education- development of a physically, morally healthy personality” was divided into 4 unequal subgoals:

Develop a state strategy for the upbringing of children and youth - 38.7%;

Scientific and methodological provision - 12.9%;

Raise the qualifications of employees educational institutions - 22,5%;

Diversity and availability of children's leisure infrastructure - 25.9%.

Based on the analysis of the KOV, we see that the experts identified the development of the state as the most important sub-goal in achieving the main goal. strategies in the education of children and youth (0.387). It follows from this that experts believe that it is the development government strategies should be given most attention. The second place was taken by the sub-objective "Diversity and accessibility of the infrastructure of educational institutions" - 0.259. It is also important because children's leisure means fewer children loitering on the streets. In third place is professional development for employees of educational institutions - 0.225 means that professionalism is necessary for employees in this field of activity. And the last subgoal in terms of weight - scientific and methodological security - 0.129, which is necessary for improvement in education.

All of these sub-goals, in detail, represent our main single goal, and therefore, by effectively developing programs to achieve all these sub-goals and achieving them, we also achieve the main goal.

Calculation of the KOV of the tree of goals of the second level.

Expert survey matrix.

When determining the COP of subgoals of the 2nd level, we use the same methodology as at the first level, considering the sequence of splitting the subgoals of the 1st level into component parts. At the same time, we first determine the proportion in which this subgoal is divided into its component parts, and then we divide the COP of the higher subgoal in the same proportion. This will ensure the following necessary requirements calculation of KOV.

The sum of the KOV of subgoals is equal to the KOV of the higher subgoal (goal);

The sum of the KOV of all subgoals of one level of the tree of goals is equal to 1.

Matrix of Transformed Ranks:

Expert Survey Matrix:

Matrix of Transformed Ranks:

Expert Survey Matrix:

Rank conversion matrix:

Expert Survey Matrix:

Rank transformation matrix.

A goal tree is a well-known term in management. This is a structured, built on a hierarchical principle (distributed by levels) set of goals economic system, program, plan.

In 1957, the American scientist Russell Lincoln Ackoff proposed a method for constructing a tree of goals. From that time to the present day, this technique has not lost its popularity and is actively used in planning tasks by managers and businessmen.

What is it and why is it needed

The goal tree method is considered one of the most effective methods task scheduling. This method includes all general principles planning, simple and easy to learn. In fact, this is a graph that reflects a plan for solving a particular problem.

The goal tree has a standard structure. The “trunk” of the goal tree is the main problem that needs to be solved.
"Branches" are tasks of the second, third, fourth and so on levels.

When planning a solution to a problem, as a rule, a graphic representation of a tree is used. In such an image, the tree has an inverted view, where the "trunk" represents the top of the graph and is at the very top. And from it, the peaks, the aspirations of subsequent levels grow, forming a crown.

A graphic representation of tasks in this form helps a person to clearly think over a plan to achieve the intended. Having depicted his plans in the form of a graph, a person sees what problems he will face and what additional resources he will need to achieve his plan.

Also, according to the graph, the time period for achieving the goals is approximately estimated. With this representation of the solution to the problem, the connections and dependencies of some tasks on others become visible. Today, the goal tree method is used in scientific forecasting by managers in project management, as well as for planning personal issues.

How to build

The rules used in building a goal tree are quite simple:

First, the main problem to be solved is determined. It will then be the top or “trunk” of the tree. Usually such a task is called a general task. It usually cannot be achieved immediately. In order to achieve it, it is necessary to solve other subgoals, the result of which is necessary for the implementation of the general one.
These subgoals will be called "branches". A branch can also have subgoals.
When building a tree of goals, you need to clearly and in detail describe each branch. Each should also have the right number of sub-goals in order to be implemented. The result should be a tree that fully coexists with the solution of a particular problem. It should contain all the necessary steps and resources to solve main task.

Construction principles

In management, the following principles for constructing a goal tree are adopted:

Consider needs and resources

Goal setting suggests that there is some problem that needs to be solved. As a rule, tasks that require planning cannot be solved immediately. Because they are quite complex and require integrated approach to a decision.

It happens that the set task cannot be solved, because there are not enough resources to solve it. Or it is not possible to assess the availability of resources, because the problem is too big. In this case, the target tree a good option to analyze the situation. Consider the needs and resources at your disposal when building your goal tree.

Specify

Using the tree of goals in planning, formulate the tasks specifically. Keep in mind that they must be finite. Describe the parameters by which in the end it will be possible to determine whether it was completed or not. You also need to set the time it takes to complete the task.

Break it down into steps

It would be rational to set tasks in several stages. The first step is to set the overall goal. Then, resources are searched for and analyzed for its implementation. After that, as a rule, you will need to set subgoals. Similarly, resources are also sought for the implementation of subgoals.

Thus, the unfolding of the main task continues until the whole scheme for its solution is thought out. Tasks are specified and clarified as long as necessary.

Compatibility

Subgoals should be sufficient to solve the main idea, that is, if all subgoals are achieved, then this leads to the solution of the main task. It should not turn out that when all subgoals are completed, additional actions or resources will be required to solve the main task. If it turns out this way, then this indicates that the goal tree was built incorrectly.

Compliance with the structure of the enterprise

If the goal tree is used to organize the work of a business or enterprise, then its structure should correspond to the structure of the enterprise. In such a way that each department or division achieves its aspirations, which should subsequently lead to the achievement of the overall intent of the enterprise. This is the most convenient goal tree construction for systems consisting of several elements or enterprises.

Decomposition method

When building a goal tree, the decomposition method is often used. The essence of this method is to break the main goal of the highest level into private subgoals. Or, in reverse order, a plan is drawn up from the sub-goals to achieve the higher-level plan. To solve a specific problem, it is always worth choosing the option of creating a tree of goals that is most suitable and uses resources optimally.

Construction examples

Let's analyze the construction of a tree of goals using the following examples of goals: admission to a university and financial well-being. How to get a goal tree?

An example with admission to a university describes the formulation of the main task, subgoals, and the allocation of resources. And also how resources are used to solve the problem. In the example of financial well-being, another option for constructing a graph is considered.

ADMISSION TO THE UNIVERSITY

Let's say your main goal is to get into college. Building a tree of goals for a future student requires taking into account the available resources and highlighting subgoals. What are the resources for admission to a university.

Resources in this case include:

Education received at school;
The financial possibilities of the family;
Connections.

Given the available resources, it is necessary to obtain a tree of goals. For this, subgoals are allocated. They depend on resources. For example, a family has little finance, no connections, a young man graduated from school without a medal, has average knowledge grades.

We get the following subgoals:

Establish connections, if possible;
Take a loan for education or find a source of additional income;
Work with a tutor.

In turn, these goals can have sub-goals. Consider the example of a goal about classes with a tutor. This should include:

Organization of additional income to pay for the services of a tutor;
Search for a tutor with the necessary knowledge;
Allocate extra time for classes.

Of course, each case will have its own resources and options for solving the problem. After all, there are rich parents with connections and a child who does not study well. Then the structure of the whole plan will change very much.

It will also depend on which university a person wants to enter. Since for admission, for example, to an ordinary unpopular university, where there is a competition, perhaps one person per place, this is one planning option. And admission to a prestigious foreign university is completely different. Here you will additionally need knowledge of the language, and the study of the possibilities of living in another country while studying, and obtaining a visa, and much more.

FINANCIAL WELL-BEING

Now let's look at an example of building a graph to create financial well-being.
Let's start building a goal tree by setting the main idea: financial well-being.
The tree of goals can be depicted graphically, so it will be more visual.

Conditionally, financial well-being can be achieved by fulfilling three sub-goals:

Passive income organizations;
Active income organizations;
Luck and freebies.

Thus, the goal tree has three second-level items. Then each of the items is divided into subgoals, which form the third level. For example, an active income organization might have the following items:

Change of place of work;
Obtaining additional education;
Change of profession;
Moving to a different city;
Independent development in the professional field;
Establishing relationships in the team;
Gaining experience.

Again, this is just general example. The ideas and resources for organizing financial success for a janitor, for example, will be very different from financial plans wealthy businessman. For someone, an additional income of several thousand rubles will be a great success or the acquisition of modest housing in the suburbs. And for some, the acquisition of another plant will be only a small part of the plan.

Conclusion

It is very convenient to plan your activities using the graph. This is a visual tool that allows you to see how tasks and resources interact to solve them.

With the help of such a construction, missing resources are easily detected and new tasks appear that need to be solved to make up for the missing resources.

Also, with a graphic image, it becomes clear the interaction of goals with each other, their dependence on each other, the impact of the implementation of a particular task on higher ones, its significance in the overall result.

The graph is convenient to use not only when doing business or planning work issues. It is easily transformed to solve personal issues such as studies, finances, self-development and others.

Criteria for goals

· Clarity;

· measurability;

· Accessibility;

· Binding to time;

Let's say your goal

· Increasing income;

The tree of strategic goals on the example of the organization LLC "Master Realty"

The definition of subsequent methods is custom-made specific business companies.

Goals are:

· Production;

· Sales policy;

· Income and finance;

Production:

· Cost reduction;

Marketing:

Finance:

Staff:

For the quality work of the organization, the approach to setting goals is very significant.

It is they who are starting point when planning the entire range of activities of the organization. The tree of goals of the organization acts as the basis for building relationships in the company, as well as a motivation system. Evaluation of the work of personnel, departments of the organization and the entire structure in general is possible only when the tasks set are achieved.

Publication date — 10/13/2015

Goal tree on the example of an organization

Organization goal tree

The goal tree is a special hierarchical list of the goals of each organization. In it, the goals of the lower level are subordinated to and contribute to the achievement of the goals of a higher order. The most important and important goals are placed at the very top of the tree.

Criteria for goals

The stated goals of the organization should meet the following criteria:

· Clarity;

· measurability;

· Accessibility;

Necessity and sufficiency;

· Binding to time;

· Consistency, according to the management hierarchy.

The consistency of all these factors contributes to the setting of clear sub-goals, the achievement of which will eventually lead to the realization of the general goal of the organization.

Building a "tree of goals" organization - an example

Dividing the main mission into smaller ones makes it easier to achieve. In this way, levels of tasks are created until an easy-to-achieve goal is set. The construction of the "tree of goals" is carried out taking into account the method "from general to particular". The quality of such a plan depends on the skill level of the specialist who was entrusted with creating it.

Let's say your goal "increasing company profits". If you think logically, then you can achieve it in two ways:

· Increasing income;

Any organization (commercial, state, charitable or public) pursues the achievement own purpose. Due to the presence of goals, enterprises exist and function.

Depending on the direction of the organization, its goals are determined:

· For a commercial company, the goal is to maximize profits;

In the social - the fulfillment of a socially important task;

· At the charity - help those in need.

Goals are:

· Short-term. Achieved in a year;

· Medium-term. Completed in 1-5 years;

· Long-term. Achieved in at least 5 years.

An example of an organization's goals tree

The top of the tree always belongs common purpose company (its mission). Next comes the division into subtasks, the implementation of which contributes to the achievement of the main mission. One level is occupied by goals that do not depend on each other, as well as not emanating from each other.

The set of company goals is individual, but there are some areas of activity in which organizations show genuine interest:

· Production;

· Sales policy;

· Income and finance;

· Personnel policy.

The number of levels that make up the main goal of the organization depends on the size of the company, the complexity of its goal, the hierarchy in management and organizational structure.

The goals of the organization, set in different areas of its activity

Production:

· Cost reduction;

· Improving the competitiveness of goods;

· Increasing production efficiency;

Development and use the latest technologies.

Marketing:

· Promotion of goods on the market;

· Increasing the range of products.

Finance:

· Achieving effective financial management of the organization;

· Achieving improved solvency and profitability;

· Achievement of increasing investment attractiveness.

Staff:

· Staff development;

· Improving the personnel of the enterprise;

· Development of an incentive system;

· Increasing the productive aspect of labor.

For the quality work of the organization, the approach to setting goals is very significant. They are the starting point for planning the entire spectrum of the organization's activities. The tree of goals of the organization acts as the basis for building relationships in the company, as well as a motivation system. Evaluation of the work of personnel, departments of the organization and the entire structure in general is possible only when the tasks set are achieved.

Publication date — 10/13/2015

Do you have a dream? Everyone has it, even if he does not assume it. The dream is what this moment not feasible and not achievable. For one it may be a trip to the sea, and for another - a flight into space. Small dreams turn into tasks, big ones into goals, and global ones remain a dream. How to get to this peak - a dream? To plan! One of the planning methods is building a goal tree, let's figure out what it is and how to build it?

Goal Tree- the hierarchical principle of constructing the structure of goals and objectives, it has a top and subordinate levels. We can say that this is an inverted tree, but it is better to call this structure a pyramid. The pyramid of your success - the more energy spent, the closer to the top. Therefore, performing small operations, it is much easier to get to the dream.

Building a goal tree

So the top of the pyramid is dream. A dream is difficult to achieve, and sometimes completely unattainable, but at the same time I really want to. To decide on a dream and main life goals, think about philosophical questions: “Why am I living? What do I want to achieve in this life? What will be left of me when I leave this world? It is very difficult to answer these questions, but it is important. Of course, you can live for today, but the older you get, the more you think about the meaning of life.

Main life goals(achievement period of 10 years) must be realistic as opposed to dreams. They should relate to the main areas of life: family, financial and material situation, education, self-expression, etc.

Next, we proceed according to the principle of splitting into smaller goals(5-10 years) and subgoals(1-3 years). Goals are the results that we want to achieve in this area, and subgoals are goals given in specific conditions. Questions to help set goals: “What is important to you in life? What would you like to have to feel happy? What do you like to do and what would you like to achieve in it? For what purposes do you earn money, other than satisfying physical needs? The sum of the subgoals leads to the goal, you must represent 80% of the subgoals to achieve it. How to set goals the right way.

Subgoals are formed from tasks that you complete every month, week, day. To define a subgoal, answer the question: “What do you want to get further from the task?” That is, in this case, we go from the bottom up. Analyze what you do every day, where will it lead you in the end? Once you have set your subgoals, identify the tasks you are doing or missing in order to achieve the subgoal. Tasks are divided into simple daily operations.

Let's analyze For example. Let's say our goal is: vacation abroad in 2011. To go, we need money, so our sub-goal will be: to earn by May 2011 50 thousand rubles for a vacation in August 2011. Next, we need to decide where to go on vacation in 2011 - this will be the second sub-goal. Now let's break it down into tasks. For money: set aside every month (1st day) from January to May 10 thousand to a savings bank account.

Personal tree of goals and objectives or pyramid of success

To decide where to go: choose travel company; think about where you would like to go, what to see; analyze the cost of this pleasure. Further, each task is divided into operations (subtasks), it is not so difficult. Further, if we follow the plan, we will go on vacation in August 2011.

What happens if you don't plan? You will constantly think: “Oh, how I want to go, but there is no money! And where to go, it seems like you want to visit there and there ... ”So everything will remain in dreams! Therefore, they need to be translated into goals, and goals into tasks and act! And in planning, the method of building a tree of goals of the pyramid of success will help you.

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strategic goals. Goal Tree

Strategic goals are the results that the company seeks to achieve in the future. Goals can be set for the company as a whole, for its structural divisions, for specific performers. Goals, unlike targets, are clear, measurable, achievable, correlated with the strategy, and also have a time reference.

Goals must meet the conditions:

Measurable: all goals are quantified (relative or absolute)
Clarity: goals are so precise and clear that it is impossible to misinterpret them
Necessity and sufficiency: goals are formulated for all areas of activity
Reachable: both the boss and the subordinate are confident that the goal is achievable
Time reference: set deadlines for achieving the goal
Time Consistency: A clear sequence of goals is established
Consistency across the management hierarchy: targets structural divisions do not contradict the target indicators of the company as a whole

Setting strategic goals starts with a mission. After all, a mission statement is a concise, well-defined document that explains target creation of the organization, its tasks and core values, in accordance with which the direction of the company's activities is determined. Having short description directions of high level— missions, visions and strategies — the company develops strategic goals and tasks that are clear to each employee.

In accordance with the methodology of the System balanced scorecard(Balanced Scorecard) strategic goals are divided into four blocks:

Finance
Clients
Business processes
Growth and learning

An example of a strategic goal in the "Finance" block:

A company can achieve revenue growth by developing customer relationships, lowering costs, and increasing productivity.

Once a company has determined who its target customer is, it can formulate goals and metrics for its intended value proposition.

An example of strategic goals in the "Clients" block:

Timely offer products and services with high quality and low price
Increase client base

To achieve the strategic goal indicated in the "Clients" block, it is necessary to set many strategic goals in the "Business Processes" block.

Building a goal tree

Let's point out a few:

Timely delivery of goods, materials by suppliers
Reducing production costs
Increasing the efficiency of technological processes
Improving the quality of production
Timely delivery to customers

For the implementation of all these strategic goals in the blocks "Finance", "Clients", "Business Processes" it is necessary continuous learning enterprise employees. A high level of competence is required to achieve strategic goals. The ability to manage the quality and delivery process is essential to retain the customer base. Customer acquisition is built on the ability to communicate and negotiate, the ability to know and understand the client environment, buyer needs, formulate a value proposition and successfully close a deal requires skills that need to be taught.

After all strategic goals are formed, they are combined into groups for the company as a whole and for divisions. The head of the unit builds the work of his unit, distributing the strategic goal of his unit to the tactical goals (tasks) of his subordinates. The hierarchical alignment of the goal tree should be built in such a way that the strategic goals of the enterprise are transformed into specific tactical goals (tasks) for each individual employee.

The technology of setting strategic goals is considered at seminars:

Budgeting and financial planning

Strategy management. Improving business efficiency

Balanced Scorecard

Core business processes

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Rules for building a goal tree

If the goal-setting of the system is defined as a combination of the goals of the existence of each of its elements (creation of a system of goals), then the creation of the structure of the goals of the system allows us to describe the structural and functional dependence of the elements in the whole formation (system). The definition of such a dependence is the basis for identifying the patterns of structural formation of a particular system and describing it by formal methods of system analysis.

The description of the system in the form of a structure of goals, their connections and relationships underlies the systematic study of any complex object, the study of its state, behavior and control of the process of its movement towards the image of an ideal state.

Organization as a mixed system refers to a multi-purpose system. One of the possible models of the goals of the system is given in Table. 1.3. The purpose of this table is to demonstrate the position, according to which, the content of the goals of the system changes depending on what becomes the object and subject of goal formation. Another task is to show where goals can be directed.

Table 1.3 Target Composition Model

The content of the table shows that the organization as a system strives for passive stability and functioning regardless of the existence external environment. The external environment of the organization in the face of competitors and consumers of the product (service) forces it to respond to their requests by methods of operational management. If the subjects of management set themselves goals that are future-oriented and capable of changing the external environment, then the organization is able to initiate the events it needs to make a breakthrough and attack competitors.

Thus, the content of goals is determined not only by the subject of management, but also by the object itself and the subject of goal formation. For example, the goal of “Increasing labor productivity” is determined not only by the ambitions of managers, but also by the qualifications of the employees of the organization and the technical equipment of managers and employees.

2.3. Building a "tree of goals"

There are no universal rules for setting goals. The main requirements for the formulation of goals are that they must be specific, precise, complete and consistent.

The specificity of the goals is ensured by the subject orientation, targeting and temporal certainty (the beginning, end and order of achieving the goals are set), for example, an increase in labor productivity in the technology of packaging goods by 6% over two years.

The composition and completeness of the goals depend on the specifics of the object and the conditions of the external environment, which serves as a source for the formation of goals, for example, an increase in labor productivity by 6% over two years through the use of new materials that have appeared on the market this year.

Goals should be considered in relation to related tasks in order to ensure their consistency and consistency in an effort to rationally allocate available resources. An example of this kind: an increase in labor productivity by 6% over two years due to the use of new materials, which will ensure the shipment of an increasing volume of manufactured products on time.

The achievability of the goals is checked by assessing the existing economic, legal, social, psychological and other obstacles. Let's continue the example: the growth of labor productivity by 6% within two years should be accompanied by obtaining a bank loan and insurance for the leasing of new equipment, as well as improving the skills of packaging production technologists.

To assess the degree of achievement of the goal, it is necessary to ensure the measurability of the goal, which can be both quantitative and qualitative, for example, provide for an increase in labor productivity by 6% over two years, for which it is necessary to develop a business plan for the modernization of packaging production and indicators of the success of its implementation.

The flexibility of the goals is manifested in the possibility of their adjustment due to changes in the internal and external environment of the system, for example, in ensuring the growth of labor productivity by 6% within two years of implementing the business plan for the modernization of packaging production, providing for the purchase of equipment that can be used universally.

Considering the goal as an integral object, it is important to establish its structure, the graphical model of which is a tree graph (“tree of goals”). In this case, the goal is decomposed into subgoals, and the number of hierarchical levels is determined by the subject of goal setting, based on the task facing him.

The procedure for structuring the goal consists in isolating the basic elements in the problem being solved and establishing links between them, which allows formalizing the problem situation.

The procedure for developing a "goal tree" is a lengthy process with various clarifications and approvals, and the choice of the procedure itself depends on the specialist who solves the problem.

The construction of the "tree of goals" begins with the formulation of the main goal, which reflects the problem situation as a whole.

Observing the principle “from the general to the particular”, they reduce (separate) the goal into parts (subgoals).

The hierarchy of goals is ensured by the fact that the goals of the lower level follow from the higher goals and are subordinate to them, i.e. means to achieve the goal are its sub-goals and, in turn, become goals for the next lower level of the hierarchy.

The completeness of the decomposition is ensured by the fact that at each level of the hierarchy, complete list subgoals. It is clear that each goal is decomposed into at least two subgoals.

It is necessary to strive to have a common scale of measurements for each level of the hierarchy.

The goals presented at the levels of the hierarchy should be flexible, provide for the possibility of adjustments and changes (both in the process of building a "goal tree" and in the process of changing the external and internal environment, and in the process of implementation).

The procedure for constructing a "tree of goals" is completed at the level of decomposition at which it is possible to develop alternative ways to achieve the goal.

2.4. Strategic goal system

Igor Ansoff, considering distinctive features strategy, gives such a definition of itself and its landmark (vision): "The benchmark is the goal that the company seeks to achieve, and the strategy is a means to achieve the goal."

But we know from systems theory that, to paraphrase the definition, the means to an end is the system. It follows that strategy is a system for achieving goals. Let's try to substantiate the proposed thesis by analyzing the structure of the organization's goals.

In the early 1980s A.I. Prigogine, considering the main organizational goals, proposed three types that are not interconnected by a hierarchy: task goals, orientation goals, and system goals. Goals-tasks should have reflected the external purpose of the organization (the terminology of strategic management in this case is more consistent with "mission outside"). Orientation goals correspond to the general interests of employees and can be realized through the organization (mission directed inward). The goals of the system are designed to fulfill the need of the structure for balance, stability, integrity (more precisely, the goals of ensuring the systemic nature of the organization, which is characterized, first of all, by the structure - a set of links between parts of the system), etc.

It follows that the organization's goal system is a "system configurator" - a system consisting of subsystems represented by different description languages, for example, a 6% increase in labor productivity over two years and strengthening the reputation in the packaging services market, combined with a reduction in working capital cycle.

Let's try to imagine a model of the composition of the system of strategic management goals, which we will then transform into a structure model. However, it is first necessary to make a few remarks, guided by the principles of system analysis.

Any activity is purposeful. As a rule, an organization has several types of activities, therefore, there may be more than one goal. In addition, the difference in goals leads to different definitions of the same phenomena (definitions here mean the language model of a system). The above indicates that the goals of the organization can lie in several intersecting planes, and the point (or line) of intersection of these planes, in our opinion, in general, will most reflect the location of the aggregate (integral) goal of the organization.

The goal here is understood as “a subjective image (abstract model) of a non-existent but desired state of the environment that would solve the problem that has arisen.”

If now this image of the desired future is projected onto the environment surrounding the object under study, then the projection will be a set of elements of the environment, the use of the properties of which makes it possible to achieve the goal. Such a "shadow" of the goal on the environment is a means of achieving the goal - a system (a set of interconnected elements, isolated from the environment and interacting with it as a whole).

Arguing in a similar way and based on the previously given definitions, it is possible to build several subsystems, in different languages of description, characterizing the goal under consideration. An example of such a description (goal configurator) is shown in fig.

Goal tree - what is it and how to build it?

Rice. 1.8. The structure of the goal system

The presented system of goals shows that the vision, mission, objective goal, strategy characterize the same goal, considering it as if in different planes, and these characteristics of the goal occupy the same (upper) level of the hierarchy.

In general, the figure illustrates the relationship between the main target characteristics of the organization and allows us to formulate the following conclusions.

A strategy is a system for achieving an organization's goals.

The direction of the strategy is determined by the mission, facing the environment external to the organization and inside the organization: in social structure and in a structure that ensures the maintenance of the system properties of the organization.

The strategy lies on the same plane as the operational management of the organization, which consists of elements of the external environment and is poorly structured.

The purpose of the organization is a system, the subsystems of which lie in different planes, but are united by it, and through it the connection between the elements of different subsystems is carried out.

The goals of the organization (as well as any system) are formed under the influence of many factors, as evidenced by Fig. 1.9.

Rice. 1.9. Distribution of factors influencing the formation of goals

From the figure, in particular, it follows that the goals may differ:

By time of achievement and orientation;

According to the subjects of goal-setting and orientation in space;

In terms of objectivity, they can be both objective, similar to the properties of any system, and subjective, similar to the image that the organization strives for.

The degree of achievement of the goal is assessed using the criteria selected for a particular solution.

It should be noted that goals, in contrast to targets, are characterized by clarity, measurability, achievability, correlated with the mission, and should also have a time frame for their achievement.

These distinguishing features of goals are called SMART characteristics. SMART is an acronym for the following five words and concepts.

1. Specific - be so clear and precise that there is no room for misinterpretation or multiple interpretations.

2. Measurable - quantify everything that is possible, primarily subjective expectations, fixing what the result might be if the goal is achieved.

3. Achievable - both the boss and the subordinate must be sure that the goal is achievable.

4. Related - correlate with the strategy, economic goals of the organization, the interests of the contractor.

5. Time-bound - allow definition on the time scale by the timing of the goal.

4.2 Solving problems in the company

It turns out that even after successful projects Toyota managers wondered: what could have been done better?

Toyota believes that you cannot solve problems until you acknowledge that they exist. There is a presumption of imperfection here. The ideal is great, but small changes for the better are much more real, it is easier for a person to set a local goal for himself. Not 15% by the end of the quarter, but 1% by the end of the month. The challenge is to translate the conversations into action, to integrate the presumption of imperfection into the way of thinking and acting.

New employees are actively involved in the process of endless improvement. There are working groups at the plant, a program of written initiatives, teams dealing with lingering problems. But everything is based on two harsh realities.

“First of all, of course, we must produce two thousand cars a day. Therefore, we do not vote on the assembly of each car, says Gritton. “You can’t stop and change the process every few minutes. Secondly, there is a basic rule: constantly striving for excellence is not a matter of character, national culture or willpower. It is more like a conveyor belt.

New employees first need to understand the company's standards, learn the operations, and only then offer something new. If you do not fully understand the nature of the work, how can you know that your proposal is useful?

4.2 Toyota's goals and perspectives

First of all, Toyota showed the whole world how cars should be made: few people have heard of technological system Toyota Production System (TPS) before it, and in particular, its most important element - the system "just in time" - were described in the book "The Machine that Changed the World" published in 1991.

The key tenet of TPS is to eliminate wastage of resources and maintain consistent high quality through continuous improvement. Just-in-time is just one element of a comprehensive program to eliminate unnecessary work and waste of resources. The TPS system was then implemented in many other sectors of the world's industry.

While American and European auto companies improved their models, buyers quickly realized the advantage of reliable Japanese cars and preferred them. When America and Europe imposed trade barriers in response to the spread of Japanese vehicles, Japanese companies began to build factories in European and American territory. Although Toyota expanded more slowly in the global market than Nissan or Honda, having a superior production management method gave it a significant advantage at the time of entering the global market.

Many organizations have tried to master and apply the methods that Toyota has turned into a routine, a science, a way of thinking and being. These companies include GM, Ford, and Chrysler.

After that, all the Big Three began to modernize their production: over the past ten years, GM and Crysler have reduced the time to assemble a car by 30%. But they still lag far behind Toyota. Nowhere is this more clearly understood than at GM. "We've taken a huge step forward," says Dan Florez, a spokesman for General Motors. — Transforming a company of this size is not an easy task, it cannot be solved overnight. But a cultural upheaval has taken place and change is in full swing.”

What happens every day at Toyota can be taught and learned. But this is not a goal, because the goal presupposes a finish point, and here it is not. This cannot be applied because it is not a list of innovations. This is a different worldview. You cannot lose interest in it, shrug your shoulders and retreat, just as it is impossible to lose interest in your future.

At Toyota, getting the job done and improving the quality of the job become one.

Looking into the new century, most experts state a change in the balance of power in the global automotive industry in favor of Japanese companies and therefore recommend using, if possible, the Japanese experience in organizing production and management. The Japanese automotive industry leads the world in low production costs.

The company's mission is to meet the needs of consumers by eliminating the three main barriers to improving production efficiency: waste, deviation from the standard and lack of flexibility.

Taichi Ohno, the founder of Lean Manufacturing and executive vice president of Toyota Motor since 1975, formulated the basic principles of the Toyota Production System, on which it has stood until today.

1. Produce only what you need, and only when you need it. The rule applies to spare parts, to the organization, to product characteristics. Everything else is waste.

2. When an error occurs, you should immediately find its cause, eliminate it and prevent its occurrence in the future. Goal: no errors.

3. All employees and suppliers must constantly improve product quality and improve manufacturing process. 16

The leadership of Japanese companies focuses on the creation of global production systems, which are believed to be more stable than in individual countries, and less prone to political and economic upheavals that can occur in a single country. It is envisaged to reduce suppliers, focusing on those who provide world standards based on the latest technologies. Inter-regional cooperation in the production of components, according to Japanese economists, will reduce production costs and make better use of competitive leverage. The goal is to establish a worldwide just-in-time delivery system that has proven effective in Japan, but it will be a new, higher and more complex level.

Conclusion

An important task of management is to establish a balance of interests of various social institutions and groups of people interested in the functioning of the organization and influencing the nature, content and direction of its functioning. The balance of interests determines where the organization will move, its target orientation in the form of a mission and goals.

The definition of the mission and goals of the organization, considered as one of the processes of strategic management, consists of three processes, each of which requires a lot of and extremely responsible work. The first process consists in the formation of the mission of the company, which in a concentrated form expresses the meaning of the existence of the company, its purpose. The mission gives the organization originality, fills the work of people with a special meaning. Next comes the sub-process of setting long-term goals. And this part of strategic management ends with the sub-process of setting short-term goals. The formation of the mission and the establishment of the goals of the company lead to the fact that it becomes clear why the company operates and what it strives for.

The basis of Toyota's success lies in the excellent management of production and the quality work on the creation of new models, which allows us to offer consumers new lineups every two years. The company produces 60 basic models for Japan and many options for foreign markets, while the degree of unification is very high - Toyota very successfully uses components and assemblies from old ones in new models.

Created by Toyota Motor Company under the leadership of Taichi Ohno, the just-in-time production system involves the elimination of those activities that do not generate income, and the transition to " lean manufacturing, flexible enough to accommodate a variety of customer requirements.

One of the principles Japanese management— total quality control (TQC), applying which, at first, emphasized the management of the quality assurance process. Subsequently, it developed into a system covering all aspects of management.

The task of senior management is to analyze the current state of the company in the market and set priorities for quality, cost and delivery improvement policies.

Employees must understand Toyota's way of thinking and operations, and then engage in the process of continuous self-improvement and company management.

Bibliography

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Creating a tree of project objectives

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Annex 1

Process strategic planning organizations

Appendix 1.2

Types of value orientations of the organization

Value Orientations	General descriptors	Types of Goal Preferences
Theoretical	True; knowledge; rational thinking.	Long-term research and development.
Economic	Practicality; utility; accumulation of wealth.	Growth, profitability and results.
Political	Power; vocation.	Total capital, sales; amount of workers
Social	Good human relations; attachment; lack of conflict.	Social responsibility in relation to profit; indirect competition; favorable atmosphere in the organization.
aesthetic	Artistic harmony; composition, shape and symmetry.	Product design, quality and attractiveness (even at the cost of profit)
religious	Consent in the universe.	Ethics; moral issues.

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By achieving life goals, the meaning of human life is determined, the same can be said about the existence of each company, whether it be state, charitable, public or commercial, organization goal tree - a simple example. Any enterprise, individual entrepreneur or association pursues its goals, which are the reason for their functioning and existence. Consider different kinds tasks and on the example of a company we will build an example of a tree of goals.

Purpose and mission

Each enterprise in the course of work develops its mission - the main task that justifies the existence of the organization. For example, for a charitable company, it means helping people with cancer. For a commercial company - to earn maximum profit, for a social organization - the achievement of a significant social task, for example, adaptation to modern world disabled children.

The process of achieving the mission will be divided into goals, “steps”, overcoming which you can get as close as possible to solving the main task.

Types of goals

Any company for the near future sets for itself several aspirations and desires, which can be long-term, medium-term and short-term. It usually takes no more than 12 months to solve a short-term goal, medium-term goals - from one year to five or six years, and at least 5 years are required to solve a long-term problem.

How goals are set

In general, the goals for the entire organization or for each of its divisions are set by the center, or decentralized and centralized to the heads of departments. It all depends on what kind of management system is adopted at the enterprise.

The decentralized method of setting goals can develop in two directions. In the first method - from the bottom up, initially goals are set in departments, and management, on the basis of them, determines the main tasks of the organization and ways to resolve them. In the second method - from top to bottom, large tasks are set by the center, and managers, in order to solve them, develop their smaller goals on the ground and set them for the staff and workers.

The task tree on the example of a company is compiled based on the analysis of the impact of the external and internal environment at the enterprise, adhering to the main goal of the organization. And only then are individual and specific goals set.

Goal tree on the example of an organization

Viewing an example goal tree in a graphical display helps to visualize the task model of the organization. With it, it is easy to arrange the degree of importance of tasks. To build such a chart, there are conditional positions.

The overall mission (goal) of the company is placed at the top of the tree. Then it is divided into separate subtasks, without which the main task cannot be completed. When formulating the task, it is necessary to describe the desired result, but it is not necessary to indicate the way to achieve it. Goals should be on the same level, not arising from each other and independent of each other.

For each organization, the set of goals is purely individual. However, several areas of activity can be distinguished, any company will find its interest in them:

Production
Personnel Policy
Finance and politics
Sales policy

The number of levels into which the main task of the organization is divided depends on the complexity of the goal, the size of the company, the hierarchy in management and organizational structure.

An example of an organization's goal tree:

Examples of Specific Organizational Tasks

In different areas of activity, the organization has its own goals, let's consider some of them.

Marketing

Expansion of the product range
Market Promotion

Production

Development and implementation modern technologies
Improving product competitiveness
Improving production efficiency
Cost reduction

Staff

Increasing labor productivity
Incentive system
Personnel optimization
Training

An example of an organization goal tree #2:

Finance

Multiplication of investment attractiveness
Improvement of profitability and solvency
Efficient Management organization finances

Setting goals for the organization is of great importance - this is the basis for building relationships within the organization, and only by solving the tasks set can one evaluate and control the progress and results of the work of departments, personnel and the entire structure as a whole.