If the mission determines the main guidelines for the functioning of the organization, expressing the meaning of its existence, then the desired state of the organization at a certain point in time, coming from the mission, is expressed in its goals. Goals, like management, are characterized by structural and procedural approaches, have their own principles and methods of implementation.

The procedural approach to goals implies centralized and decentralized, authoritarian and democratic models. Goal-setting, like management, is based on a behavioral approach.

It is difficult to overestimate the importance of a goal in a person's life, especially in the activities of an organization. The right goal is already the key to success. All elements of the organization's management system in one way or another depend on the goal. Based on the goals, appropriate management concepts are built (for example, target management or results-based management).

The structural or process approach is also based on goals. Goals as a scientific category are classified by types and types (Table 3.1).

Table 3.1. Classification of the goals of the organization

Criteria	Goal Groups
Criteria	Kinds	Types
Establishment period	Strategic Tactical	Operational
	Economic Organizational	Social Technical Political
Functional	Marketing Innovative Human Resources	Production Financial Administrative
	Internal	External Business
Priority	Priority
measurability	quantitative	Quality Mixed
Repeatability	Permanent
Hierarchy	Organizations	Subdivisions
stages life cycle	Design and creation of the object Growth of the object	Object maturity End of object life cycle

Goals are set for different periods time. For the longest period, strategic goals are oriented, from which concretizing medium-term and short-term goals are derived. Such a decomposition of goals is presented as a "tree of goals", and if production is diversified, then these "trees" are combined into a "grove of goals".

In addition to the decomposition of goals over time, there is also decomposition by hierarchy - the hierarchy of goals. Such a decomposition is associated with the hierarchical structure of the organization by steps or levels of management. The hierarchy of goals plays a very important role in an organization. important role, as it ensures the orientation of the activities of all departments towards the goals of higher levels. That is, we can figuratively say that all the leaves, twigs and branches of the tree of goals work for its growth. If we continue "vegetative" comparisons, we should also highlight the roots that provide the tree with capital. The whole tree as a whole realizes the main goal, releasing beneficial oxygen (profit), and ends its life cycle with commercial wood.

Hierarchy is inherent in goals and according to some other classification criteria. For example, goals for content, functions, and environment have a hierarchy. Prioritization of goals - there is already a hierarchy.

Based on the repeatability criterion, there are permanent and one-time goals. It should be emphasized that most goals are repeated in form and time, so the preservation of technologies for developing and setting goals allows saving time due to standard technologies.

The stage in the life cycle of the organization itself or the product by which the goal is determined is essential. Cycle steps are not permanently set and require management. For example, based on the analysis of the ratio of the rate of sales and profits of the organization to the relevant indicators of the industry, a goal is chosen: rapid growth, stable growth or a reduction in production. Rapid growth is the most desirable goal, while achieving such a goal is the most difficult. Steady growth implies that the organization develops at the same pace as the industry as a whole, while maintaining its market segment. Sometimes an organization consciously sets the goal of reducing or slowing down the pace of development. This situation is not always the result of a crisis.

These goals are implemented in different combinations and sequences at all stages of the organization's life cycle. Consideration of types of goals by different criteria, at various stages of development of the organization allows us to formulate a number of basic requirements for the correct setting of goals.

Goals are optimistic and pessimistic, explicit and implicit, ultimately determined by the degree of achievement. Goals should not be easy to achieve, but at the same time they should be realistic. Achievability of goals is an indicator of employee motivation. So, unrealistic goals lead to a loss of orientation and negatively affect the results of the organization. To avoid false contentment, passivity and inconsistency, management must set difficult but achievable goals.

The effectiveness of achieving the goal can be objective if it was specific, i.e. quantitatively and qualitatively determined. Specificity implies a certainty of purpose. The system of goals should clearly answer the questions: who, what, how, when and where should be done in order to get desired result. The specificity of the goal allows most employees to understand it correctly, and therefore purposefully contribute to its achievement.

The specificity of the goal requires its stability, immutability. At the same time, in the Russian economy, the internal, and especially external, environment is so unstable that even experienced managers find it difficult to foresee all the changes. Such instability puts forward the requirement of target flexibility. Goals must be set in such a way that they provide for the possibility of their adjustment in accordance with changes in the external environment. The degree of flexibility of a goal also depends on its place in the hierarchy. It is clear that goals are more high level are also more stable and it is undesirable to correct them with minor changes environment. But if there has been a significant adjustment of the high-level goal, the entire chain of goals must also change, for which it is necessary to carry out explanatory work. This is possible if the requirement of their compatibility was met during the initial setting of the goals.

Any significant change in mission, strategy, or policy should be communicated and explained to the people in the organization so that they can accept it and play their role correctly. One of the main tasks of managers is to ensure that the structure of the organization conforms to its goals and correctly allocate people to positions and jobs. Goal compatibility implies that strategic, long-term goals should be consistent with the mission, and medium-term and short-term goals should be long-term. The entire hierarchy of goals must be compatible not only in time, but also in direction and content.

Thus, consideration various kinds goals depending on the selected criteria, basic requirements shows how complex the space of goals is, where the numerous interests of owners, staff, suppliers, buyers, various public, political organizations and, finally, the whole society are intertwined, and how important it is for managers to effectively coordinate and direct these interests .

The directions along which goals are set orient managers in a vast space of goals to balance the interests of the participants in this space. It should be emphasized that the coordination of the vectors of interests and, accordingly, the goals has not a linear, but a much more complex dependence, which is difficult to formalize. Every organization is characterized by a set of goals, values and interests. Linking the goals of each individual with the goals of others and the more general goals of the organization is almost impossible. Political discussions, explanatory work, persuasion, negotiations, agreement of opinions, compromises - this is a long and difficult way to overcome differences in order to ensure successful work organizations. All this requires from managers not only knowledge modern technologies management, but also intuition, the art of management.

When considering the goals that an organization really sets, it is necessary to proceed from the main direction of its activity (commercial or non-commercial). No matter how much an organization puts forward other external goals (taking care of us as consumers, caring for employees, social, environmental responsibility, etc.), a commercial organization still pursues and sees the only internal goal - making a profit. The rest of the goals are rather a way to get even more profit. Regrettably, all the arguments of commercial organizations about caring for the consumer, the environment, fair and affordable prices, etc., are valid as long as the organization has a profit. If an organization does not make a profit, it does not survive. These are the requirements of market relations.

It is clear that in individual moments the organization's activities may have other, temporary goals in contrast to the goal of making a profit (for example, during a period of survival and (or) a radical restructuring). For a given period of time, we can even talk about huge losses. Today's reality vividly illustrates this thesis.

If the guide commercial organization understands that it is created and exists to "make money", other goals are considered in terms of their impact on profits in a competitive environment. Awareness of this goal stimulates the work of all personnel, increasing initiative and responsibility.

The situation is different in non-profit organizations. These organizations, in fact, exist at the expense of the tax system, the profits of commercial organizations.

Consider the situation on the example of the state (municipal) educational institution - high school. Its main mission is determined by the founder, which does not exclude the existence of an individual mission. Thus, the State University of Management (Moscow), as the founder of management education in Russia, sees its mission in training the management elite in general, objective and functional management. The main goal of the university is education. What can be the criteria for the effectiveness of the implementation of this goal: the number of excellent students, the future average wage graduates, the demand for graduates from employers? It is possible to complicate the task by considering the choice of the main goal from the point of view of the goals of various participants in the educational process: student, professor, management, founder, various funding, and therefore controlling bodies, including parents. Numerous participants in the educational process have their own multiple interests, which makes it difficult for the leader to determine unambiguous goals and formalize them. It is difficult to appreciate the inestimable.

Experienced Leaders non-profit organizations try to combine political and interpersonal approaches with a certain set of values. The certainty of goals allows us to assess the interests of the participants in the educational environment and identify the conflicting interests of specific groups.

The process of setting goals, like the management process itself as a whole, is carried out and implemented differently in each organization. Nevertheless, there are general requirements for goal-setting technology. Goal-setting has gone through a significant path of theoretical understanding, its behavioral aspect is mainly associated with the research and work of E. Locke and his colleagues. Problems of the influence of established goals on rational behavior in the organization, the relationship of values, goals and management decisions were most fully considered by G. Simon, J. March. In the writings of these researchers, it is emphasized that value premises are assumptions about what goals are most preferable or desirable. The more precisely and specifically the value prerequisites are indicated, the stronger their influence on the resulting management decisions.

Typically, higher-ranking participants make decisions with larger value components, while lower-ranking participants make decisions that have greater factual grounds and direct practical value. Those who are closer to the leadership make decisions about the organization's prospects; those in lower positions choose the best ways to perform tasks more effectively. G. Simon believes that these two classes of decisions are based on completely different criteria: the choice of goals must be approved and declared; the choice of means can become a valid empirical way.

Thus, managerial decisions about goals, goal setting are the most significant in the activities of the organization. The classification of decisions in goal-setting is given in Table. 3.2.

Table 3.2.

Management decisions must comply general requirements that are presented to them during the development, adoption and implementation. Based on goal setting, management decisions should be:

o efficient and pragmatic, clearly defined;
o developed in the interests of achieving the goals of the organization;
o implemented effectively, i.e. their implementation should bring some benefit to the organization.

It is known that the management process includes a number of stages: goal, situation, problem, solution. The goal-setting process as part of the entire management process also has its own stages, stages, operations, etc., i.e. certain technology. The control process technology usually provides for the following stages:

1) analysis of the environment and understanding of its results;
2) development of an appropriate mission and (or) strategic goal;
3) the process of developing a system of goals (goal setting). Each stage of the process of developing a system of goals (goal setting) provides for the following stages:
1) analysis and identification of trends occurring in the environment (internal and external);
2) setting the goals of the organization as a whole;
3) building a hierarchy (tree, grove) of goals;
4) setting individual goals.

The environment surrounding the organization affects not only the establishment of the mission. The goals of the organization are highly dependent on its state, therefore, timely identification of first stage trends in the development of economics, politics, law, science, technology, etc. allows management to foresee the state of the environment in the implementation of relevant goals. Managers at the goal-setting stage must take into account the situational components of the environment. It is clear that it is impossible to foresee everything. Managers should also be prepared for unforeseen situations, especially at the stage of uncertainty in the development of the Russian economy.

On second stage it is necessary to set goals for the organization I! in general. Of the many activities of the organization, it is necessary to choose the fundamental ones. Further, the goal-setting technology should provide tools for the qualitative and quantitative formalization of goals according to certain criteria. The criteria are determined by the mission of the organization, the state, trends in the development of the environment. The process of goal-setting depends on the position of the organization in this environment, in particular on the availability of resources.

Third stage associated with the structuring of goals, or the construction of their hierarchy. Hierarchy is important in all directions and types of purpose.

On fourth stage, also very important, structuring should acquire logical completeness. Goals should be communicated to every employee. It is necessary that each performer consciously, to the extent of individual interests and tmi, join the process of joint achievement of the ultimate goals of the organization, the realization of its mission. The most important and decisive factor is the transition of the performer, who has value orientations, emotions, desires, his own and established goals, to actions (Fig. 3.2).

Rice. 3.2.

The goal-setting process is characterized by continuity, discreteness, cyclicality, dynamism, efficiency, etc.

Motivation and commitment are the basis of effective activity of both a person and an organization. Formulating a mission, setting goals that affect the interests of the organization is a big deal, but words will remain words if people do not believe them. The fact is that commitment, ownership does not arise at the direction and is not very amenable to influence.

The defining link between the goal and the personal commitment of each is trust, which can only arise in a formal and informal communication. Thus, the definition of the mission of the organization, its vision strategic development, the establishment of a system of goals has always been and is the most important factor for success in any field of human activity. The lack of attention of managers to these important components of management leads to a loss of orientation, followed by a decrease in efficiency, effectiveness and productivity.

The goal is the final state or the desired result that the work team seeks to achieve.

The organization always has at least one common goal, which all members of the labor collective strive to achieve.

Organizations that have multiple interrelated goals are called complex organizations. It is important that the goals set by the labor collective are realistic and achievable.

In the planning process, the management of the organization develops goals and communicates them to the members of the organization. All members of the labor collective take part in the development of tactical goals.

Goals justify the reason for the existence of the company.

The procedure for joint goal setting is the main motive and coordinating force of the organization, because as a result of this, each member of the organization knows what he should strive for.

Rice. 5. Methodology for the joint definition of the goals of the organization

Goal Requirements:

1. achievability - goals should not be overstated;

2. specificity - goals should be tied to deadlines;

3. targeting - goals should be tied to specific performers;

4. flexibility - should be reviewed depending on changes in the external environment;

5. consistency - a company can have several goals and they must not contradict each other;

6. acceptability - in terms of personnel.

Features of the goals of the organization:

™ The goals set by management are used by firms to set standards for assessing the effectiveness of the organization, provide a general guideline for activities.

™ The goal can be either the acquisition or the preservation of certain factors.

™ Goals are always based on future development hypotheses, so their validity depends on the accuracy of these hypotheses.

™ The more distant the period is considered, the higher the uncertainty of the future, the more the goals should be set in a general form.

Classification of the goals of the organization:

[ According to the period of establishment:

a) strategic;

b) tactical;

c) operational.

a) economic;

b) social;

c) organizational;

d) political;

e) scientific.

[ In order of priority:

a) high priority;

b) priority;

c) others.

[ By repeatability:

a) permanent;

b) one-time.

[ By hierarchy:

A) organization goals;

b) goals structural divisions.

[ By life cycle stage:

a) design and creation of an object;

c) maturity;

d) completion.

[ By scope:

a) marketing;

b) production;

c) innovative;

d) financial;

e) personnel;

f) administrative.

[ Wednesday:

a) internal;

b) external.

[ By measurability:

a) quantitative;

b) quality.

Tasks of the organization

Tasks are goals, the achievement of which is desirable by a certain time within the period for which the management decision is designed.

A task is a goal tied to time.

A task is a prescribed work or part of it (operations, procedures) that must be performed in a predetermined way within a predetermined time frame.

From a technological point of view, tasks are assigned not to an employee, but to a position.

In accordance with the structure of the organization, each position is assigned a number of tasks that are considered as a necessary contribution to the achievement of the goals of the organization.

Rice. 6. Interrelation of positions, structure and goals

Features of the task of the organization:

› the objective indicates the organization's immediate goals that can be quantified;

› a task is often defined as a prescribed job, a series of jobs that must be completed within a specified time frame;

› From a technical point of view, tasks are assigned not to the employee, but to his position. Each position includes a number of tasks that are considered as a necessary contribution to the achievement of the goals of the organization.

L work with people - the task of the master;

L work with objects - the task of the worker in the shop;

L work with information - the task of the treasurer.

Mission of the organization

The mission of an organization is the expression of the philosophy and raison d'être of the organization; this is the main idea of the whole organization.

Mission Features:

The mission usually details the status of the enterprise, declares the principles of its work, statements and intentions of the management, defines the most important features organizations;

III mission should not depend on the current state of the organization, forms and methods of its work. In general, it expresses aspiration to the future, showing what efforts will be directed to and what values will be priority;

Ш in the mission it is not customary to indicate profit as the main goal, although profit is a determining factor in the functioning of the enterprise. Profit as a mission significantly limits the range of development paths and directions considered by organizations, and can lead to inefficient work;

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

The central point is the answer to the question: what is the main goal of the organization?

Formal and informal organizations

In every work collective, along with the formal (official) structure of relationships, there are also informal (informal) relations between members of the team.

Official relations are regulated by appropriate instruments, orders, instructions, while unofficial ones are not regulated by anyone or anything. Therefore, the management process refers to the creation and operation of a formal organization. But within any formal organization there are informal organizations, which to a certain extent influence the policy of the formal organization. This is due to the fact that each member of the labor collective belongs simultaneously to many groups.

Thus, a formal organization is a social community consisting of a group of people whose activities are consciously coordinated to achieve a common goal or system of goals.

Requirements for a formal organization:

4. formal registration.

Informal organizations - groups that arise spontaneously, and where people enter into relationships with each other quite regularly.

Relations between group members are formed on the basis of personal sympathies. Members of the group are connected by a commonality of views, inclinations and interests. There is no list of team members, indications of responsibilities, agreed roles.

Informal organizations can be similar and different from formal organizations at the same time. Therefore, we can distinguish the features that characterize informal organizations:

1) social control: informal organizations carry out social activities for their members. This is the establishment and strengthening of norms - group standards of acceptable and unacceptable behavior. Those who violate these norms are subject to exclusion. The manager in this regard should be aware that the social control exercised by the informal organization can have a positive impact on the achievement of the goals of the formal organization;

2) resistance to change: in informal organizations there is always a tendency to resist change. This is because changes can pose a threat to the continued existence of an informal organization;

3) informal leaders: informal organizations also have their own leaders. Their difference lies in the fact that the leader of a formal organization has support in the form of official powers delegated to him and acts in a specific functional area assigned to him.

Rice. 8. The mechanism of formation of formal and informal organizations

Requirements for an informal organization:

1. the presence of at least two people who consider themselves part of this group;

2. the presence of min one socially useful goal, which is accepted as a common one by all members of the group;

3. the presence of group members who deliberately work together to achieve a goal that is meaningful to all;

4. no formal registration.

Division of managerial labor

Managerial work - view social labor, whose main task is to ensure purposeful, coordinated activities as individual participants in a joint labor process and the workforce as a whole.

The division of labor of managers is the specialization of managerial workers in performing certain types activities, delimitation of powers, rights and areas of responsibility, on the basis of which the problem of increasing the effectiveness of the work of managers is solved.

There are such divisions of labor:

§ horizontal or functional - this is the division of all work into constituent components, i.e., the division of the general production process for a private, continuous examination of various types labor activity with specialization of production and performers. The functional division of labor is based on the formation of groups of management workers who perform the same management functions (planning, organization, motivation, control). Accordingly, specialists dealing with their specific issues appear in the administrative apparatus;

§ vertical or structural - proceeds from such characteristics of the managed object as organizational structure, scale, areas of activity, industry, territorial specifics. Due to the variety of factors affecting the structural separation, it is specific to each organization;

§ vocational qualification - is based on the fact that when determining the types of labor activity, they proceed from the complexity of the work and the qualifications necessary for their performance. This division of labor must not violate the principle that no highly skilled worker should do work that a lower-skilled worker can do. Violation of this principle leads to waste human resources. Allocate managers (decision-making, organization of their implementation), specialists (design and development of solutions), employees ( Information Support process).

Horizontal division of labor - work is distributed among the participants in the labor process on a professional basis. The efficiency of labor, the personal labor contribution of performers will depend on how fully and deeply the qualifications are taken into account. At each level of management, a certain amount of work on management functions is provided. A deeper division involves specialization in the main subsystems of the enterprise (personnel, finance, marketing, production ...).

Vertical division of labor - built on allocation three levels controls:

v grassroots - managers who have workers in their subordination, mainly performing work. Manage such primary units as brigades, shifts, sections;

v medium - has 50 - 60% of the total number of managerial personnel; includes managers responsible for the progress of the production process in departments. This includes staff and functional services the management apparatus of the company, its branches, departments, as well as the management of auxiliary and service industries, targeted programs and projects;

v higher - has 3 - 7% of the number of managerial personnel; the administration of the enterprise, which carries out the general strategic management of the organization, its functional and production and economic complexes.

Director, his deputies (strategy, goals, profit distribution)

Heads of shops, heads of departments (internal environment of the organization)

Heads of shifts and departments (organize the work of workers)

Organizational structure of the enterprise

The organizational structure is a set of business units that perform managerial functions and their relationships. This is a set of management links located in strict subordination and providing the relationship between the control and managed systems.

The organizational structure is characterized by the distribution of goals and objectives of management between departments and employees of the organization. From this position, the organizational structure is a form of division and cooperation of management activities, within which the management process takes place, aimed at achieving the goals of the organization. The management structure includes all the goals distributed among the various links, the links between which provide coordination for their implementation.

The enterprise management apparatus includes line managers by management levels (director, foreman, shift foreman) and personnel of functional units (mechanic, lawyer, technologist, economist, each responsible for one function).

Elements of the organizational structure:

Ш management worker - a person performing a specific management function;

III management body - a group of employees connected by certain relationships and consisting of primary groups;

Ш primary group - a team of management workers who have general manager but no subordinates.

Links in the management structure:

1. horizontal - are in the nature of coordination and are single-level;

2. vertical - subordination links, arise when there are several levels of management:

§ linear connections mean subordination to line managers, i.e., on all management issues;

§ functional - take place when subordinating for a certain group of problems functional manager.

Principles of formation of organizational structures:

* the management structure should reflect the goals and objectives of the company. be subordinate to production and change with it;

* should reflect the functional division of labor and the scope of authority of management employees; the latter are determined by policies, procedures, rules and job descriptions and expand as a rule. Towards higher levels of management;

* the powers of managers are limited by environmental factors, the level of culture and value orientations, accepted traditions and norms;

* It is important to implement the principle of correspondence between functions and powers, on the one hand, and qualifications and level of culture, on the other.

Organizational goals, strategic planning

An important step in planning is the choice of goals.

The goals of the organization are the results that the organization seeks to achieve, and to achieve which its activities are directed.

Allocate the main target function, or the mission of the organization, which determines the main activities of the company.

Mission - the main main goal of the organization for which it was created.

When defining the mission of an organization, consider:

Statement of the organization's mission in terms of its production of goods or services, as well as the main markets and key technologies used in the organization;

The position of the firm in relation to the external environment;
- culture of the organization: what kind of working climate exists in this organization; what type of workers are attracted to this climate; what are the basics of the relationship between the company's managers and ordinary employees;

Who are the customers (consumers), what needs of customers (consumers) the company can successfully satisfy.

The mission of the organization is the basis for formulating its goals. Goals are the starting point for planning.

Goals are:

By scale of activity: global or general; local or private.
By relevance: relevant (priority) and irrelevant.
By rank: major and minor.
By time factor: strategic and tactical.
By management functions: goals of organization, planning, control and coordination.
By subsystems of the organization: economic, technical, technological, social, industrial, commercial, etc.
By subjects: personal and group.
By awareness: real and imaginary.
By achievability: real and fantastic.
By hierarchy: higher, intermediate, lower.
By relationships: interacting, indifferent (neutral) and competing.
According to the object of interaction: external and internal.

The strategic planning process is a tool that helps the company's management make the right strategic decisions and adjust the daily life of the organization in accordance with them.

Strategic planning is a set of decisions and actions carried out by the management of a firm in order to achieve the goals of the organization.

Strategic planning includes four main types of management activities:

Allocation of resources: allocation of available funds, highly qualified personnel, as well as technological and scientific experience available in the organization.
Adaptation to the external environment: actions that improve the relationship of the firm with the external environment, i.e. relationships with the public, the government, various government agencies.
Internal coordination of work of all departments and divisions. This step includes identifying strengths and weaknesses firms to achieve effective integration of operations within the organization.
Awareness of organizational strategies. It takes into account the experience of past strategic decisions, which makes it possible to predict the future of the organization.

The strategic planning scheme consists of the following stages:

Implementation of the strategic plan, management by objectives.

After the development of the organization's strategy, the stage of its implementation begins.

The main stages of the implementation of the strategy are: tactics, policies, procedures and rules.

A tactic is a short-term plan of action aligned with a strategic plan. Unlike strategy, which is more often developed by top management, tactics are developed by middle managers; tactics are more short-term than strategy; the results of tactics appear much faster than the results of strategy.

Policy development is the next step in the implementation of the strategic plan. It contains general settings in relation to actions and decision making to facilitate the achievement of the organization's objectives. The policy is long-term. The policy is formed in order to avoid deviation in making daily management decisions from the main goals of the organization. It shows acceptable ways to achieve these goals.

After developing the organization's policy, management develops procedures, taking into account previous decision-making experience. The procedure is used in case of frequent repetition of the situation. It includes a description of specific actions to be taken in a given situation.

Where a complete lack of freedom of choice is expedient, management develops rules. They are used to ensure that employees perform their duties accurately in a particular situation. Rules, unlike a procedure that describes a sequence of recurring situations, are applied to a specific single situation.

An important stage in planning is the development of a budget. It is a way of the most efficient allocation of resources, expressed in numerical form and aimed at achieving certain goals.

effective method management is a method of management by objectives.

It consists of four stages:

Formulating clear and concise goals.
Developing the best plans to achieve these goals.
Control, analysis and evaluation of work results.
Adjustment of the results in accordance with the planned.

The development of goals is carried out in descending order along the hierarchy from top management to subsequent levels of management. The goals of the subordinate manager should ensure the achievement of the goals of his boss. On this stage goal setting is required Feedback, that is, a two-way exchange of information, which is necessary for their harmonization and ensuring consistency.

Planning determines what needs to be done to achieve a given goal. There are several stages of planning:

Determination of tasks that need to be solved in order to achieve the goals.
- establishing the sequence of operations, creating a schedule.
- clarification of the personnel's authority to perform each type of activity.
- Estimation of time costs.
- Determining the cost of resources needed to carry out operations through budgeting.
- adjustment of action plans.

Organizational structure of the enterprise

The decision on the choice of organizational structure is made by the top management of the organization. The middle and lower levels of management provide initial information, and sometimes offer their own options for the structure of their subordinate units. The best organizational structure is considered to be one that allows optimal interaction with external and internal environment meet the needs of the organization and most effectively achieve its goals. The organization's strategy should always determine organizational structure, and not vice versa.

The organizational structure selection process consists of three steps:

The division of the organization into enlarged blocks horizontally, in accordance with the activities carried out;
- Establishing the ratio of powers of posts;
- definition official duties and entrusting their implementation to specific individuals.

Types of organizational structures:

Functional (classic). Such a structure involves the division of the organization into separate functional elements, each of which has a clear specific task and responsibilities. Such a structure is typical for medium-sized firms or organizations that produce a relatively limited range of products, operate in a stable external environment, and where standard management decisions are most often sufficient.
Divisional. This is the division of the organization into elements and blocks by type of goods or services, or by groups of consumers, or by regions where goods are sold.
Grocery. With this structure, the authority for the production and marketing of any product is transferred to one leader. This structure is most effective in the development, development of production and organization of the sale of new products.
Regional. This structure provides the best problem solving related to the specifics of local legislation, as well as the traditions, customs and needs of consumers. The structure is designed mainly for the promotion of goods to remote regions of the country.
Customer oriented structure. With this structure, all departments are united around certain groups of consumers who have similar or specific needs. The purpose of such a structure is to satisfy these needs as fully as possible.
Design. This is a temporarily created structure to solve a specific problem, or to carry out a complex project.
Matrix. This is the structure that results from the imposition of the project structure on the functional one, and implies the principle of subordination (both to the functional manager and to the project manager).
conglomerate. It involves the connection of various divisions and departments that work functionally, but focused on achieving the goals of other organizational structures of the conglomerate. Most often, such a structure is used in large national and international corporations.

An important role is played by the degree of centralization of the organizational structure. In a centralized organization, all management functions are concentrated in the top management. The advantage of this structure is a high degree of control and coordination of the organization's activities. In a decentralized organization, some managerial functions transferred to its branches, departments, etc. This structure is used when external environment characterized by strong competition, dynamic markets and rapidly changing technology.

Staff motivation

For more effective work personnel in the organization must be motivated.

Motivation is the process of inducing other people to act in order to achieve the goals of the organization.

Modern theories of motivation are divided into two categories: content and process.

Content theories of motivation are based on the definition of need. A need is a person's feeling of lack, the absence of something. To motivate an employee to action, managers use rewards: external (monetary, career advancement), and internal (sense of success). Process theories motivations are based on the elements of psychology in human behavior.

Control

Control is the process of ensuring that the firm achieves its goals. Control can be divided into: preliminary control, current control, final control.

In general, control consists of setting standards, measuring the results achieved, making adjustments if results are achieved that differ from the established standards.

Preliminary control is carried out before the start of the work of the organization. It is used in three industries: in the field of human resources (recruitment); material resources(selection of suppliers of raw materials); financial resources(formation of the company's budget).

Current control is carried out directly in the course of work and the daily activities of the organization, and involves a regular check of subordinate personnel, as well as a discussion of emerging problems. At the same time, feedback between departments and the upper management echelon of the company is necessary to ensure its successful operation.

Final control is carried out after the work is done. He gives information to the head of the company for more optimal planning and implementation of similar tasks in the future.

Control-oriented employee behavior produces more effective results. However, there must be mechanisms for rewarding and punishing. At the same time, excessive control, which can annoy employees and staff, must be avoided. Effective control must be strategic, reflect the firm's overall priorities, and support the organization's operations. The ultimate goal of control is not only the ability to identify the problem, but also to successfully solve the tasks assigned to the organization. Control must be timely and flexible. Simplicity and efficiency of control, and its cost-effectiveness are very relevant. The presence of an information management system in an organization helps to increase the efficiency of control and planning of the company's activities. The information management system should contain information about the past, present and future of the organization. This information allows the company's management to make optimal decisions.

CHARACTERISTICS OF GOALS. General corporate goals are formulated and established on the basis of the overall mission of the organization and certain values and goals that top management is guided by. To truly contribute to the success of an organization, goals must have a number of characteristics.

First, goals must be specific and measurable. By expressing its goals in concrete terms, management creates a clear reference base for subsequent decisions and evaluation of progress. Middle managers will have a guideline for deciding whether more effort should be put into training and educating employees. It will also be easier to determine how well the organization is working towards achieving its goals.

ORIENTATION OF GOALS IN TIME. The specific forecast horizon is another characteristic of effective goals. It should be specified not only exactly what the organization wants to accomplish, but also, in general, when the result is to be achieved. Goals are usually set for long or short time periods. The long-term goal, according to Steiner, has a planning horizon of approximately five years, sometimes longer for technologically advanced firms. The short-term goal in most cases represents one of the plans of the organization, which should be completed within a year. Medium-term goals have a planning horizon of one to five years.

Long-term goals are usually very broad. The organization formulates them first. Medium and short term goals are then developed to ensure long term goals. Usually, the closer the planning horizon of a goal, the narrower its scope. For example, a long-term performance goal might be phrased as "to increase overall performance 25% over five years." Accordingly, management will set medium-term targets for productivity improvement of 10% over two years. It will also set short-term targets in specific areas such as inventory costs, employee development, plant upgrades, improvement management, negotiations with the union, etc. This group of goals should support the long-term goals with which it is directly related, as well as other goals of the organization.

ACHIEVING THE GOAL. The goal must be achievable - to serve to increase the effectiveness of the organization. Setting a goal that exceeds the capacity of the organization, either due to insufficient resources or due to external factors, can lead to disastrous consequences. In addition, as professors George Steiner and John Miner argue, goals "represent important motives for the behavior of people in an organization." If the goals are not achievable, the desire of employees to succeed will be blocked and their motivation will weaken. Since it is common in everyday life to associate rewards and promotions with the achievement of goals, unattainable goals can make the means used in an organization to motivate employees less effective.

mutually supportive goals. Finally, to be effective, the organization's multiple goals must be mutually supportive—i.e. actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals. For example, the goal of maintaining inventory at the level of 1% of sales would not be able for most firms to ensure that all orders are completed within two weeks. The inability to make the goals mutually supportive leads to conflict between the departments of the organization that are responsible for achieving the established goals.

It is difficult to pinpoint areas where management should set goals. Almost every author has his own list. Professor Antoni Raja compiled the list shown in the table based on an intensive study of the relevant literature. He also described how these shared goals of the entire organization could be expressed. The list in the table is for entrepreneurial activity. It is intended that this list is not comprehensive; a particular organization may need to formulate general goals in other areas as well. Recognized authorities in the field, Steiner and Miner, argue that "goals should be set for each activity that the company believes is important and the performance of which it wants to observe and measure."

Objectives will only be a meaningful part of the strategic management process if top management articulates them correctly, then institutionalizes them effectively, communicates them, and drives their implementation throughout the organization. The strategic management process will be successful to the extent that senior management is involved in the formulation of goals and to what extent these goals reflect the values of management and the realities of the firm.

PROFITABILITY can be expressed in various indicators, such as volume, profits, return on investment, dividend payout per share, earnings-to-sales ratio, and a number of others. In this area, goals can be described in such specific and specific terms as "increase return on invested capital up to 15% after taxes within five years" or "increase profits up to $6 million over the next year."
MARKETS can also be described in various ways, including such understandable ones as market share, sales (sales) in monetary or physical terms, market (industry) niche. As an illustration, marketing goals such as "increase market share to 28% within three years", "sell 200,000 units within the next year" or "increase sales commercial sector to 85% and reduce military sector sales to 15% over the next two years."
PRODUCTIVITY (efficiency) can be expressed as the ratio of input to output (for example, "increase the number of units of production to "x" per worker in an 8-hour day"). These goals can also be expressed in terms of unit costs.
PRODUCTS, other than indicative of sales volume or profitability relative to a product or product range, may be displayed, for example, for purposes such as "introduce such and such a product to our mid-value product range within two years" or "phase out rubber products by the end of next year.
FINANCIAL RESOURCES. Objectives for them can be expressed in different ways depending on the company, such as capital structure, new issues of common stock, cash flow, working capital, dividend payout and collection period. To illustrate, goals such as "reduce the collection period to 26 days by the end of this year", "increase working capital to $5 million within three years" and "reduce long-term debt to $8 million within three years" five years."
FACILITIES, BUILDINGS AND FACILITIES can be described in terms of square feet, fixed costs, units of production and many other measured quantities. Goals can be: "increase production capacity up to 15 million barrels over the next year."
RESEARCH AND INNOVATION can be expressed in dollars, as well as other indicators, for example, "develop an engine in the price range (specify) with an emission factor of less than 10% within two years at a cost not exceeding $150,000." .
ORGANIZATION - changes in structure or activities - can be expressed by any number of goals, such as "develop and implement a matrix organizational structure within two years" or "establish a regional office in the south of the country by the end of next year".
HUMAN RESOURCES can be quantified in terms of absenteeism, tardiness, number of complaints, hours vocational training such as "reduce absenteeism to below 4% by the end of next year" or "implement a 20-hour in-service training program for 120 managers lower level by the end of 1990 at a cost not exceeding $200 per student."
SOCIAL RESPONSIBILITY can be expressed by goals in the firm's activities, seniority and financial contributions. An example would be the goal: "to hire 120 long-term unemployed over the next two years".

If the mission sets general guidelines, directions for the functioning of the organization, expressing the meaning of its existence, then the specific final state that the organization strives for at each moment of time is fixed in the form of its goals.
Goals- this is a specific state of individual characteristics of the organization, the achievement of which is desirable for it and the achievement of which its activities are aimed at.
The importance of goals for an organization cannot be overestimated. Goals are starting point planning activities, goals underlie the construction organizational relations, the motivation system is based on the goals, they are the starting point in the process of monitoring and evaluating the results of work individual workers departments and the organization as a whole.
Depending on the time period goals are divided into long-term and short-term. The division of goals into these types is based on the time period associated with the duration production cycle. In practice, short-term goals are usually considered to be achieved within one to two years, and long-term goals - after three to five years.
The division of goals into long-term and short-term is of fundamental importance, since these goals differ significantly in content. Short-term goals are characterized by much greater than long-term ones, concretization and detailing (who, what and when should perform). Sometimes, if the need arises, intermediate goals, which are called medium-term goals, are also set between long-term and short-term goals.
It is important goal setting direction.
Depending on the specifics of the industry, the nature and content of the mission, each organization sets its own own goals. However, as it shows foreign practice, there are four areas in which organizations set their goals:
1) income of the organization;
2) work with clients;
3) the needs and welfare of employees;
4) social responsibility.
The most common areas for which goals are set in business organizations are as follows:
1. In the field of income:
- profitability, reflected in indicators such as profit margins, profitability, earnings per share, etc.;
- position in the market, described by such indicators as market share, sales volume, market share relative to a competitor, the share of individual products in total sales, etc.;
- productivity, material consumption, etc.;
-financial resources: capital structure, cash flow in the organization, value working capital and so on.;
- the capacity of the organization, the number of pieces of equipment, etc.;
-development, product manufacturing and technology upgrade.
2. In the field of work with clients:
-work with buyers, expressed in such indicators as the speed of customer service, the number of complaints from customers, etc.
3. In the field of work with employees:
- changes in the organization and management, reflected in the indicators,
setting deadlines organizational change, and so on.;
- human resources, described using indicators that reflect the number of work absences, staff turnover, employee training, etc.
4. In the field of social responsibility:
-providing assistance to society: the amount of charity, the timing of
conducting charity events, etc.
At any large organization, which has several different structural units and several levels of management, a hierarchy of goals is formed, which is a decomposition of higher-level goals into lower-level goals. The specifics of the hierarchical construction of goals in the organization is due to the fact that:
-higher-level goals are always broader in nature and have a longer-term time interval for achievement;
Lower-level goals act as a kind of means to achieve higher-level goals.
The hierarchy of goals plays a very important role, as it establishes the "connectivity" of the organization and ensures the orientation of the activities of all departments towards achieving the goals of the upper level. If the hierarchy of goals is built correctly, then each department, achieving its goals, makes the necessary contribution to achieving the goals of the organization as a whole.
Goal requirements. Goals are necessary for the successful functioning and survival of an organization in the long term. However, if the goals are incorrect or poorly defined, this can lead to very serious negative consequences for the organization.
The experience gained in business in setting goals allows us to identify several key requirements that properly formulated goals must satisfy.
First, goals should be achievable, but not too low.
Second, goals must be flexible. Goals should be set in such a way that they leave the possibility for their adjustment in accordance with the changes that may occur in the environment (new requirements, new growth opportunities, etc.).
Third, goals must be measurable. If the goals are immeasurable, then they give rise to discrepancies, complicate the process of evaluating performance and cause conflicts.
Fourth, goals must be specific. The goal should clearly fix what needs to be obtained as a result of the activity, in what time frame it should be achieved, who should achieve it. The more specific the goal, the easier it is to develop a strategy to achieve it. Fifthly, the goals must be shared. Compatibility implies that long-term goals are consistent with the mission, and short-term goals are long-term. Goals should not contradict each other.
Sixth, the goals must be acceptable to the main actors of influence that determine the activities of the organization, and first of all to those who will have to achieve them.