24 levels of goal setting strategic tactical situational. What is purpose and purpose? Features of the implementation of goals

24.12.2011

Operational, tactical and strategic management. Three steps for a leader

In the work process of any leader, there will certainly be situations when it is necessary to make some decisions. You may not know how correctly, in a scientific way, the steps of managing a company or an entrusted department are called, it is more important to skillfully apply skills, knowledge and experience in practice.

In Russia and the CIS countries, an interesting situation has developed on the labor market, when 80% of TOP managers do not have a basic theoretical education, did not graduate from universities and MBA schools, and get their "universities" in practice, often "at random".

What gives knowledge about the steps of leadership leaders of any ringing? Structured work goals, the ability to set tasks for subordinates and employees for the day, week, month and longer term. How to choose the most effective management tools and set them up for practical use in your company? The answer to this question is given in the article.

Operational management: what is it, ours today?

operational management- solution of daily, current problems. This administration consists of operational planning, accounting and control. Divided by industry and service:

Operational management of the organization

production,

finance,

Procurement,

sales,

Stocks, etc.

The purpose of operational management- formation of uninterrupted work of the service entrusted to the head, coordinated work with all other divisions of the enterprise. Traditionally, operational management has always been understood as an emergency or chaotic process of implementing solutions. A modern approach to this type of management, which includes clear tools and a complex information system, put all the processes of the RAM "from head to foot".

All applied methods of operational management are divided into:

Operational planning:

Drawing up a plan aimed at concrete results;

Finding ways to reduce costs to increase company profits;

Coordination of the interaction of all structures involved in planning;

Development of criteria for evaluating the effectiveness of the implementation of the operational plan.

Operational management accounting:

Various tools for the actual execution of the planned plan;

Distribution functional duties, according to the degree of responsibility of managers and performers for the result;

Embedded document management system.

Operational control:

Organization daily work with subordinates;

Measuring tools effective execution completed work;

Using the rules for setting tasks, checking their proper implementation.

Operational management is what every employee, every manager does "here and now". This is a routine, everyday life, without which it is impossible to achieve any serious results. It is necessary to do this every day, but it is unreasonable to focus only on the RAM: this way you can neither build a career, nor make the company a market leader.

Tactical management: the choice of methods and methods

Quite often, managers do not see the difference between tactical and strategic management, they confuse tactics with operational, everyday work. Tactical control implies a form of interaction, a way of working communication within the company, a method of achieving a large, long-term strategic goal.

The simplest example: the manager decides to create a professional sales team in order to become the market leader and significantly increase the profit stream. For some reason, such a step is considered to be a strategy, while, in fact, it is a tactic - a way to achieve a serious goal (in this case the goal is to increase market share). Any way to achieve big goals is called a tactic..

Tactical management of resources: time, finances, people, raw materials and materials is very beneficial for those leaders who have a long-term strategic goal. For all the rest, who do not know the basics of goal setting, who do not know how to plan and choose from a variety of decisions necessary and rational at a given time, tactical management is a dead end path that can lead the company to collapse.

In Lewis Carroll's famous work Alice's Adventures in Wonderland, the main character asks the Cheshire Cat for directions: "Can you tell me which road I should take?" “That depends on where you want to go,” replied the Cheshire Cat. This dialogue continues: “Yes, in general, it doesn’t matter to me, just to come somewhere,” Alice explained, and immediately received the wisest answer of the Cat: “Then it doesn’t matter which way to go. Oh, you will certainly come there, the main thing is to go long enough and not turn anywhere.

This dialogue between the main characters of a philosophical tale is the best illustration of the work of a tactical manager who does not have a clear course, who does not know where the company is leading. For such leaders, every day is ordinary everyday life, not one iota closer to the fulfillment of the main mission of the enterprise. What is the way out?

Tactical management is indispensable at the stage of implementing key ideas, when it is necessary to find ways and methods to achieve a large, main goal of the company. However, in order to find that very “hairy” goal, it is necessary to master the basics of strategic management.

Strategic management: I see the goal!

The future of any organization is formed at the level of strategic management. The results that the company is getting today were the basis for yesterday. In the main book of all times and peoples it is written: "A time to scatter stones and a time to collect them." The stones were scattered once, the present and future of the enterprise was formed long ago.

Strategic Management - this is setting goals, planning and moving forward for years, when the future is clearly visible, when it is clear to the manager what he wants to get in the future.

The implementation of strategic plans can be tracked by results. If the result of some activity of the manager does not satisfy, it is clear that serious mistakes were made at a certain stage of work. It remains to find them and adjust, analyze and move on.

It is important to understand that strategic management is a top manager's tool that should not be let down by line personnel so as not to sow panic or misunderstanding. Today, strategic management is not a luxury, but a means to achieve a real goal. Many companies in Russia and the CIS countries do not have a written strategic plan, but this does not mean that they cannot succeed. Lack of strategy does not mean that such enterprises go with the flow. Their strategy is often the complete absence of any strategy.

What is strategic management?

The strategic management process is divided into three mutually following stages:

1. Strategic analysis;

2. Development of a "native" strategy;

3. Practical implementation of the strategic plan in life.

Strategic Analysis it is necessary for the manager to collect the most complete information for the development of "his", "native" strategy. However, on Russian market At the very first stage of strategic management, the same question arises in many companies - what information needs to be collected in order to develop a competent, implementable strategic plan.

Basis for acceptance strategic decisions is the collection of information, the choice of method and format of analysis. At this first stage strategic management, the company collectively, with the involvement of all services, chooses its own path of movement in the market, and, above all, determines the product line. It is necessary to answer the question for ourselves with the utmost precision: what product is the bestseller today, and what product should be emphasized in the future. The toolkit used by the manager in the strategic analysis of the product portfolio is recommended for choice - either Boston Matrix (matrix Boston Consulting Group), or McKinsey matrix (McKinsey), which was once developed for General Electric. Both of these matrices help to see which product is competitive today, and which one needs to be either improved or removed from the product or service line.

Taking a choice of several books on strategic management, a leader who does not have a basic economic or commercial education, will receive a brain collapse. A huge number of Western and American methods of analysis, with incomprehensible graphs and tables, can lead to a dead end and paralyze the will. In Russia, some of the simplest methods of collecting information about a company's position in the market have taken root. In addition to the already mentioned product portfolio analysis matrices, the most common methods strategic analysis are SWOT analysis and PEST+M analysis. This has been mentioned in more detail.

Development of "own" strategy is based on the unique material that was collected at the stage of strategic analysis. This often requires more focused information about the external environment, the actions of competitors in the market, and their strategic plans. Alas, today there is no guaranteed set of methods on the Russian market that can show the true picture of the company's position in market conditions.

The collection of information or passion for analysis should not become an end in itself for the leader: these techniques are needed only to develop a unique, “own” strategic plan. From personal experience: Dairy companies got so carried away with analyzing the company's position in the market that they did not develop a long-term development plan, leaving everything to chance.

It is best to start developing a strategy plan with a minimum set of techniques, formulating the mission of the company, setting specific long-term goals expressed in real numbers and volumes, breaking them into plans and tasks.

After the strategic plan is developed, it is necessary to move on to the most important task without delay - practical implementation of the strategy companies to life. This stage may take much more time than planned, therefore, when setting a strategic goal, it is necessary to determine both clear time frames and other resources, appointing responsible executors, deadlines and intermediate vectors by which you can determine the correctness of the movement along the course.

What to look for when developing a strategic plan?

The inability to plan, the inability to set big goals is the scourge of many companies in the Russian market. When developing an enterprise strategy, special attention should be paid to the balance of collection, analysis and planning, without being carried away only by theory, immediately proceed to the main task - practical application plans, implementation of the company's decisions.

Example from personal experience: when conducting a SWOT analysis at a large meat processing enterprise, most of the top managers withdrew themselves, preferring operational management. As a result, line personnel filled out standard form tables, having difficulty understanding what was expected of them. As a result, in the field Strengths” such items as “media support”, “unloaded production capacity", and in the column " Weak sides"alarms sounded:

Complete lack of strategy, mission, work quality standards;

Lack of marketing;

Absence feedback with production;

Lack of well-organized logistics

and many other "absences". At the same time, the enterprise has been operating for the fifth decade, although it can hardly withstand strong competition from private small companies in this market segment.

Operational, tactical, and strategic management are necessary for a leader of any rank. However, relying on only one lever is very unreasonable and leads to the rapid death of the native enterprise.

The goal is the image of the desired future

What is a goal?

Let's start by analyzing the definitions:

Target - the desired result (object of aspiration). What is desired to be done.
The object of aspiration, what is necessary, it is desirable to implement. Not necessarily achievable.
Desire, aspiration, intention, what one is trying to achieve. (Wikipedia)

Target , meta, target; views, intention, end, dream, ideal, aspiration. To this end, to this end. The purpose of life, the object of the sweetest dreams. Wed Intention to achieve a goal, to set a goal, to have a goal, to pursue a goal, with a preconceived goal, with a goal (Russian Synonym Dictionary)

Target , philosophic, is an idea that a person strives to realize. The concept of C. includes a certain idea, the desire for its implementation, and the idea of ​​the means by which C. can be implemented. The concept of C. is a product of the activity of consciousness and will, a subjective a priori form of volitional motivation, but by analogy with internal, mental phenomena, the concept of C. is transferred to the external objective world; in this case, they talk about the expediency of the world order, about the occurrence of phenomena not according to the law of causality, but in accordance with the one set by the creator of C. (Small encyclopedic Dictionary Brockhaus and Efron)

Target - an ideal, mental anticipation of the result of an activity and ways to achieve it with the help of certain means.
The goal is a way of integration into single system different actions of one person or actions of different people. (Dictionary of Social Sciences. Glossary. ru)

Conclusions:

Having become acquainted with various definitions Goals, you can notice close and related words and trace the relationship.
So, Goals are connected with desires, aspirations.
Goals are related to intention.
Goals are associated with images and ideas, "constructions" of the future.
Goals are associated with will and consciousness.
The target is a process integrator.
In general, the goal is related to the category - Meaning. The goal is what is the basis of any action and is also the result.
Key words: Desires, Intentions, Images, Will, Consciousness, Integration, Meaning.
Continuing to analyze what goals are, you intuitively feel the whole heterogeneity of the phenomenon. It's one thing, I went to the store with a specific purpose (or indefinite), another thing, I go in for sports or painting or do business or go to war.

Goals – awareness, values, bad goals, process goals.

It should be noted that the ability to set and achieve goals is purely human. According to modern scientific data, animals or plants do not have the ability to set goals. Their behavior (in the case of animals) is based on instincts and reflexes.
However, one must understand that human goals are also based on biological needs, which sometimes dictate various forms of behavior. But the biological need in itself, or rather the satisfaction of such needs, is not a goal until it becomes realized. Only by realizing our need for something, we can set a goal. The nuances of satisfying needs, however, depend entirely on socio-cultural characteristics and, of course, are associated with the “higher” goals of the individual.

Personal goals are not always clear to a person. Depending on culture and upbringing, individual life experience, we do something seemingly aimlessly or without thinking about the goals or meanings of the action.
In this case, it makes sense to talk about awareness of goals. The more we realize and understand ourselves, the better we understand our goals.
At the same time, good self-knowledge is associated with effective goal setting and reduces the likelihood of setting the so-called “bad goal”.
Bad goals are those that, taking a lot of time and effort, remain unachieved, and, despite the fact that their achievement is declared deep down, a person feels discomfort and rejection of these goals.

The reason for the emergence of bad goals will become clearer if we think a little about values ​​as elements of a person's orientation in society.
From birth and throughout life, a person is in culture and society, and in the process of life perceives the values ​​that are encoded in culture. Based on these values, a person sets goals. But, often, goals (if we talk about more global, strategic goals) are already included in cultural education and are taken for granted: you want to grow a tree, build a house and raise a son.
The inconsistency of goals with the deep values ​​of a person leads to the phenomenon of a “bad” goal. The discrepancy can be caused by the influence of other people in personal communication, and in business. Influence can be mediated by many factors, both personal contacts and fashion ideas and ideologies broadcast in culture. Bad goals cause stress and demotivation, take a lot of resources.

When talking about goals, it is necessarily important that the goal is not always some kind of future. In a certain sense, the goal is the elusive present.
The goal may be to have a process with certain characteristics. For example, I want to maintain good health for as long as possible. Or - I want to receive a certain income for a certain period of time (per month, for example). The goals can also be the preservation or acquisition of a certain state or quality (the goal is to become free, to be confident, calm).
It is clear that the achievement of the goal in this case will be permanent job, activity aimed at achieving the goal in this case is constant. In general, it can be said that in the case of process goals, there is a maximum goal-value correspondence. Sometimes it is impossible to immediately distinguish between goals and values; in this case, it is probably useful to think of this phenomenon as a multifaceted process with different properties, by analogy with the corpuscular-wave theory in quantum mechanics. With awareness and understanding of our own values, we greatly facilitate goal setting and the choice of alternatives in various uncertain situations.

Goals can be ranked by levels:

Operational
Tactical
Strategic

Operational goals- daily, momentary goals, which are subordinate to tactical goals and ensure the achievement of tactical goals.
Operational goals are rarely specifically set on their own; rather, they are a concretization of actions to achieve tactical goals. For example, there is a tactical goal to go to the gym and do tennis or fitness 3 times a week. flow out operational goals, prepare (buy) sports equipment, choose optimal time visits, buy a subscription.

Tactical targets- goals that are set based on strategic guidelines, and specify the value components of the goal. Tactical goals are, in fact, steps and tasks aimed at achieving strategic goals.

Strategic Goals- these are the most significant life goals-values ​​that subjugate and determine the life path of a person or the life path of a group or organization. In a person's life, strategic goals are reflected in all life actions and steps, they underlie any activity. In its final incarnation, the strategic goals of a person come into contact with such an existential question as the meaning of life. Confusion, ambiguity of strategic goals leads to ambiguity in all areas of human life and entails frustration and depression.
sometimes, in special situations, strategic goals can weaken their significance. These are situations of acute social crises, wars, social upheavals. In such cases, the significance of tactical goals associated with the speedy stabilization of the situation, survival in the biological sense, sharply increases. At the same time, strategic goals based on values ​​never cease to influence a person's entire life even during critical periods. Sometimes it is during critical periods that new values ​​and strategic goals are formed as a result of intense emotional experience.

Goal Properties

Properties of goals reflect the variability and nature of personality development. I will name the main ones.
Depth- the impact of the goal on different areas life and the degree of this influence. This is a property of strategic goals.

Consistency– degree of interconnection and influence on other goals.
Plastic Goals and values ​​change over time. Personal values ​​are formed gradually, and, accordingly, strategic goals also undergo changes.

Target correctness- this is the consistency between strategic goals-values ​​and tactical goals. In a situation where tactical goals are not aligned with strategic value goals, the implementation of tactical goals will be difficult.

Individual nature of goals - goals are always individual. Even if the goals are called the same, each person has individual values ​​​​and individual meanings behind the goals.

The goal setting process is goal setting.

Goal-setting is a creative process, and the more creative the higher the level of goals. If at the operational and partly tactical level goal-setting is more associated with logic and analytical thinking, and often associated with decomposition, then at the strategic level it is more about creativity and synthetic thinking.

The necessary qualities and abilities for “good” goal setting are: good knowledge of yourself, your leading motives and values, will, creativity and imagination. Of course, logical and structured thinking is also of great importance. Goal setting can generally be seen as a skill that can be trained with proper practice.

The meaning of goal setting.
Goal-setting is a manifestation of the existential essence of a person, the process of active formation of reality. The process of goal-setting and further goal-achievement is, in fact, the free will and one of the needs of the individual. Conscious goal-setting is the creation of a vector in the probabilistic space of life. The very setting of the goal changes the probability of achievement and changes the probabilistic lines of other events. Goal-setting is creativity, creating an image of a new reality. Goal setting leads to an increase in energy levels, is a powerful self-motivating factor. Goal setting removes the degree of uncertainty and reduces anxiety.

Rejection of goal setting

The rejection of goal setting is expressed in the negative attitude of the individual to the idea of ​​goal setting. It is associated with many factors, for example, the vagueness of why goal-setting is actually needed and how it affects a person’s life, poor self-knowledge and the presence of contradictory tendencies, intrapersonal conflicts. In such cases, a person literally does not understand what he wants. Self-understanding, conscious goal-setting may be associated with the actualization of the conflict, in which case the awareness of values ​​and goals will be blocked by psychological defenses.
In addition to intrapersonal conflict, the rejection of goal setting can be associated with fears caused by the experience of setting and not achieving a goal, with a lack of information about one's own capabilities and resources to achieve and move towards a goal.

Goal setting methods and goal setting principles.

The key to good goal setting is knowing yourself.

Accordingly, goal setting should begin with the study and study of oneself, one's values, the relationship and mutual influences of existing goals.
This point is often overlooked or bracketed in many ways of goal-setting and further goal achievement. Often, for personal goal setting, it is recommended to use methods from management, which, in fact, have a “task character” and are not goal setting methods, but methods of critical analysis of goals. (SMART methodology for example). Such techniques can be used for tactical goal setting, but hardly make sense for a strategic one. The disadvantage of such methods is the principles on which they are based, namely, good awareness of the basic conditions and resources.

Strategic goal-setting should begin with an analysis of the values ​​and important attitudes of a person. In essence, this is a deep self-examination, which is helped by: methods of directed imagination, Socratic dialogue with a trained consultant, test methods (for example, Rokeach's CoA), free discussions in a group, brainstorming.

The next stage is the key areas of human life, the analysis of development directions and significant human niches. A simple example: Family, Work, Me, etc.
Structuring the spheres of life in different ways reflects the picture of the world of a person and the nature of his values ​​and attitudes.

An analysis of the values ​​and spheres of a person should not be carried out casually, significant time should be devoted to this in work with a consultant.

It is impossible to reduce all work at this stage to planning and diagnostics. It's not just measuring something, not collecting data for analysis. Diagnosis and analysis itself provide opportunities for correction and change. In general, any psychological work is both diagnostics and formation. This property is not only psychological work with a client, but also fundamental principle any measurement and research (Heisenberg's principle), and this must be taken into account and understood.

At the stage of analyzing values ​​and basic areas of life, in addition to communicating with a consultant, visualizations and creating text and graphic descriptions, spatial arrangements, psychodramatic playbacks can be used - everything that will help the client to more clearly fix and realize their values ​​and the main directions of life.
The choice of methods depends on the skill of the consultant, on the working conditions (group or individual form) and on the characteristics of the client. You can not rush, work at this stage should take a certain amount of time. Many declared values ​​can be reformulated and comprehended by a person in a new way at the end of this stage of work. The consultant should be as attentive as possible to the smallest nuances of all manifestations of the client, the more methods are used at this stage of work, the more information will be obtained for mirroring at this stage. strategic position consultant at the same time - maximum assistance in understanding the client himself. The consultant is a "mirror", which reflects the inner world of the client and thus makes it more accessible for understanding. For this purpose, all the techniques and methods that I mentioned above are used. Naturally, there are certain "horizons" of work. It would be reckless to assume that within a few meetings with a client, one can create a clear, self-consistent description of strategic goals for a lifetime ahead. But the task of isolating and making more understandable certain "motives" in a person's life seems quite possible.
Subsequently, after a long time, the stage of strategic goal-setting can be repeated, but quite a lot of time must pass. It is worth noting that, as a rule, the need to work with a consultant does not arise out of the blue, but as a reflection of a certain crisis in a person’s life, a developmental crisis, first of all, so the consultant’s task is to support the client, reduce uncertainty, and help overcome crisis.
The ideal result of the consultant's cooperation with the client at this stage is:

Clarification of values, leading motives in human life.
Clarification of spheres of life, leading areas in life.
Goal setting. The planning horizon is 3-5 years.

In this case, goals are guidelines. They must be specific. However, this is the fixation of a certain "vision" of the future, but not a rigid program. Therefore, not necessarily as specific as possible (as is the case with tactical targets).

Caught a new Russian goldfish.

Let me go, I will fulfill your three wishes, - says the fish.

First wish: I want our team to become the World Cup champion. The second wish: I want the great Pele to say that our team is the greatest team of all times and peoples. And the third wish: I want the whole country to rejoice.

Bang-bang - and everything went dark. He woke up, looks - he himself is black, around the blacks dance and shout: "Brazil! Brazil !!!"

Bottom line: What do we want? It should be? What are we striving for?

Everything starts with a goal. The goal is the guiding star of any strategy; without it, it loses its meaning. As a rule, we are not talking about one goal, but their complex. At the same time, we can pursue goals from different areas of life: career goals, relationship goals, health goals, and so on. It would be a mistake to overlook some of the goals in favor of others, if all of them are important to us.

task this section is setting goals or clarifying them, the essence of which is to answer a simple question: what I want? As already noted, the answer to this question is a set of goals. They, in turn, may consist of subgoals necessary to achieve the goals. Thus, the question "what do I want" is added to the question: what do i need for what i want?

the main objective and subgoals

Let me tell you a story from my experience in sales. Then I worked in a company engaged in sales and service of legal support systems "Garant". Already, probably, the second month of my unsuccessful attempts to sell this system was ending. Understandably, this didn't make me very happy. Even if we take into account that these were my first two months of work in sales, and, of course, I had no experience, all the same, these two months could very well be my last months of work in sales. Because the salary was mostly formed from a percentage of sales. No sales - no interest, no interest - no salary, and no salary - nothing to live on. Is it time for me to look for another job?

And with such unhappy thoughts before the next trip to potential client I'm stopped by my sales manager. The name of the boss is Stas, 6 years older than me, experience in sales (and very successful experience) is about 12 years. His salary is largely based on the condition of fulfilling the sales plan by our department and, to a lesser extent, on a fixed salary part. Naturally, he is also interested in the success of each individual manager (we were called sales managers).

So, the boss stops me and asks:

Valera, where are you going now?

I answer: "There, there, there."

Why are you going there?

Hmm, strange question. I say:

Conduct a presentation, show the program, everything is as taught (here it should be noted that such sales are based on a good presentation and we were taught this).

Yes, - he says, - everything is correct, only you are not going there for this.

What for? I ask, perplexed.

You are going there to SELL! Your goal is to SELL, not to make a presentation. Understand?

Digesting this simple yet profound thought.

Yes, I think I understand.

Well done. So go ahead and sell.

Good:).

That day I had my first sale. A sale that allowed me to work on, mastering the hard science of active sales. I've been lucky enough to figure out the right goal setting, but some people don't. Approximately half of the new managers quit at the end of the second month due to lack of sales.

However, setting goals is not always easy. It is possible to answer immediately the question “what do I want” only in simple cases. In complex and non-trivial tasks, most likely, there will be a gradual refinement and addition of answers, i.e. the response process can be iterative, where each next iteration (step) brings you closer to a really deep and meaningful understanding of the goals. Therefore, if you do not immediately have a clear understanding of the goals and subgoals, then this is not a reason for disappointment, this is a reason for subsequent clarifications and additions to the answers.

Strategic and tactical goals

Returning to the previous example, we can say that the sale is a strategic goal, and to spend good presentation is a tactical target. You can go deeper and highlight other tactical sub-goals. The idea is simple: tactical goals serve the achievement of a strategic goal, what they will not be so important, it is important how they help or hinder the achievement of a strategic goal.

If we do something wrong tactically, for example, we make a crooked presentation, we are rude to the client, then naturally, we reduce the chances of achieving the strategic goal: closing a deal, selling. However, even if we do everything right: we make a competent presentation, behave politely and kindly, but forget about the main goal - the sale, then we also have little chance of achieving it. It looked like this for me. A satisfied client said goodbye to me and said: “How great and clear you told me everything, now I know what kind of system it is. Maybe someday I'll get it." That's it, curtain, I failed my task. Only because he did not pay due attention to his main goal.

The main thing - the strategic goal must be kept in mind, to keep part of the attention on it, literally repeat, remind yourself why all this is being done, for what. In my case, it was necessary to make a good presentation, build a dialogue with the client, keeping the main goal in mind. And then the sale happened. Then, over time, keeping the main goal became habitual, not requiring significant expenditure of attention. And I more or less learned how to sell. This always happens with the development of complex work - sooner or later, an optimal scheme for distributing attention is built.

Valery Chugreev, 14.04.2012

Valery Chugreev 07.02.2012 17:48

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Mission - determination of the list of current and promising directions activities of the enterprise, the allocation of priorities in the strategy, i.e. those fundamental principles and norms of doing business that will determine the image of the organization in the future. Distinctive feature mission is that it must be completed after a certain period of time.

The duration of the mission should be foreseeable and fairly short. As practice shows, most often this period is five years. This is done so that the generation of workers present at the adoption of the mission statement could see the results of their work.

A distinction should be made between broad and narrow understanding of the mission.

In a broad sense, the mission is seen as a statement of philosophy and purpose, the meaning of the existence of the enterprise. The philosophy of the enterprise determines the values, beliefs, principles in accordance with which the enterprise intends to carry out its activities. It is the purpose that determines the activities that the enterprise intends to carry out and what type of enterprise it intends to be, the philosophy of the enterprise usually rarely changes. Although it can change, for example, with a change of ownership. As for the second part of the mission, it may vary depending on the depth of changes that may occur in the enterprise and in the environment of its operation.

In a narrow sense, the mission is a formulated statement regarding why or for what reason the Enterprise exists, i.e. the mission is understood as a statement that reveals the meaning of the existence of the enterprise, in which the difference is manifested this enterprise from those like him

The mission statement is the first step in rethinking the business. The mission statement is an expression of the vision of your business, your company. The mission helps to achieve Clarity of purpose within the company, serves as the foundation for the acceptance of all important decisions, introduces an element of obligation in achieving the goals of the enterprise, leads to understanding and support of the company in the external environment in achieving its goals.

The hardest part of the entire planning process is the mission statement, which is the first step in building or improving a business. This must be done before the planning process as a whole is completed. Often, the mission statement is rewritten repeatedly as knowledge about competitors and other elements changes. external environment. The mission statement functions as a communication tool to help the enterprise achieve competitive advantage. The regulation conveys the company's intentions, goals and instructions to the people involved in This business. It acts as a catalyst for the activity of everyone involved in a particular business:

I owner of the enterprise;

key management (people holding key positions in the business);

employees. We need to help them understand the goals and objectives of the enterprise and their role in achieving these goals;

suppliers. They need to be helped to understand the goals of the enterprise and the possibilities of their influence;

consumers. They should be helped to understand what a particular enterprise is focusing on and what exactly they are focusing on.

If the mission statement helps to get support from all of the above people, then it fulfills its function successfully. With this backing, a mission statement helps you gain a competitive advantage. We can say that a team with a certain strength is being created.

The special significance of the mission for the activities of the enterprise lies in the fact that the mission is the basis, the fulcrum for all planned decisions of the enterprise, the further definition of its goals and objectives. The mission creates confidence that the enterprise pursues consistent, clear, comparable goals; helps to focus all the efforts of employees in the chosen direction, unites their actions; creates understanding and support among external participants of the enterprise (shareholders, government, financial firms etc.) and all those who are interested in its success.

The goal is the basis, axis, core around which the whole managerial activity. There are many definitions of purpose. We limit ourselves to just one.

Target - 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.

There are several types of goals.

Distinguish long-term and short-term goals. This division is based on the time period associated with the duration of the production cycle. Long-term - goals that are expected to be achieved by the end of the production cycle. The division into short-term and long-term goals is of fundamental importance, since these goals differ in content. This difference lies in the fact that short-term goals are characterized by a much greater specification and detail in such matters as who, what and when should be performed than for long-term ones. There are situations when it becomes necessary to establish medium-term goals between long-term and short-term goals.

The objectives of the enterprise are divided into economic and non-economic. Non-economic goals are, for example, improving working conditions, shaping the image of an enterprise, etc. Economic goals are expressed in terms of economic activity and are divided into quantitative (for example, an increase in income) and qualitative (for example, the achievement of technological superiority).

For the successful functioning and development of the enterprise, the goals can be grouped into the most important groups.

Material goals (goals of achieving certain material results). These include the future product and market program of the enterprise, which is often referred to simply as the "product program". Material goals can also have a cost expression.

Material goals are achieved through the implementation of certain activities, called action goals. (Goals-actions are special events with the help of which the goals necessary for the successful functioning and development of the enterprise are achieved without attracting resources.)

Cost (monetary) goals. These include expected future financial results. These can be, for example, the value of capital, estimated and book profits, or individual components of these financial results, for example, receipts and payments, sales revenue, costs, income and expenses. These goals include the level of liquidity necessary for the existence of the enterprise and liquidity components (availability of working capital, receipts and payments Money). Cost goals can be characterized by absolute and relative indicators, such as annual profit and profitability.

Cost goals are realized only through the achievement of material goals and action goals.

social goals. These are the so-called humanitarian goals - the desired future relationships between people both at the enterprise itself and with the public outside the enterprise. Social goals determine the model of behavior in relation to personnel, individuals and social groups in the subsystems of the enterprise itself and in the external environment. Part of this behavior is enshrined in law. Social goals can be both monetary and non-monetary. For example, the level of income of the staff, interesting work, the culture of the enterprise, identification of employees with the enterprise and its goals, the image of the enterprise, protection environment etc.

Social goals are achieved through the implementation of material, cost goals and other goals-actions.

Enterprises are currently operating in conditions of constant changes in the external and internal environment. Therefore, for them, such properties of the enterprise as flexibility and adaptability become very important, which should be considered as special goals lying on a different plane of consideration.

The enterprise must necessarily find out whether all the listed goals can be achieved directly as goal-actions and this requires the preliminary implementation of special targeted activities using resources.

From the point of view of scale, extreme goals can be distinguished.

From the point of view of the time horizon, there are goals that are achievable at a certain moment (point goals) and goals that are valid for a certain period (trajectory goals). In a competitive economy, all goals can be characterized in comparison with the goals of competing enterprises as goals that provide competitive advantages.

The content, scale and time horizon of the top-level goals are determined mainly by the interests of the top management of the enterprise. Of particular importance is their vision of the future, which was discussed above. This is a concentrated expression of the desired state of the enterprise in the future, i.e. the meaning of its existence, higher goals and level of claims. The vision is further detailed in the so-called target picture of the Enterprise, as well as in the principles of the enterprise and the principles of its management. Higher goals, vision, target picture, enterprise principles and management principles form the subject of enterprise policy. strategic organizational structure hierarchical

In addition to the above goals, which have a direct importance for the successful operation of an enterprise, it must also have higher goals.

The highest goals of the enterprise include vital, cardinal restrictions (conditions) determined by law and public opinion such as protecting and improving the environment;

application of progressive (innovative) but environmentally friendly technologies;

preservation of social and market economic system for the Competitive Economy;

ensuring a free democratic social order. The main goal of any enterprise is successful functioning and development. This requires compliance with all or most of the external conditions, which in practice means some voluntary restrictions.

Managers and owners of an enterprise should be aware that society requires them to take responsibility for planned and actually performed actions in order to trust and promote enterprises in turn.

Links between goals. In an enterprise, goals can be interconnected in different ways. There are vertical and horizontal links between goals. Vertical links between goals are presented in the form of objective subordination of goals of different levels (correlation between goals and means). A lower level goal is a means to a higher level goal. Vertical links allow you to form a hierarchy of goals in the form of a tree of goals.

The horizontal division of goals into main and additional ones is based on the subjective assessments of decision makers. Both horizontally and vertically, there may be additional links between goals, due to the area of ​​making appropriate decisions. Goals can be in relation to one another in a state of complementarity, identity, neutrality, competition and contradiction. Only if the manager knows specific situation making a decision, he can establish the nature of the links between the goals.

Managers must be able to transform the highest goals of the enterprise into operational subgoals-tasks for performers, on the basis of which programs (goals-actions, task complexes) are then formed. The disaggregation of goals should be carried out at all levels in accordance with the current organizational structure enterprises. The totality of the goals of the enterprise and their relationships forms the structure of the goals of the enterprise, which can be represented as a tree of goals.

The term "strategic management" appeared in everyday life at the turn of the 1960s and 70s. He marked the differences between current management at the level of production and management carried out at the level of the corporation as a whole.

Strategic Management- is a system of purposeful actions of the organization, leading to a long-term excess of the level of performance of the organization's activities over the level of performance of competitors.

The task of strategic management is to prepare the organization for possible changes market situation, resist the adverse effects of the external environment in the long term.

The process of strategic management is revealed through interrelated management functions: basic and specific. But the content of some basic functions changes and new specific management functions appear.

Thus, planning becomes strategic planning, and new functions appear, such as marketing, innovation management, public relations, logistics, human resource management, etc.

The planning process begins with goal setting. They perform organizing, motivating and controlling functions. A goal is a desired, possible, and necessary state of a managed object.

The organization sets many different goals. These goals differ by levels, spheres, periods of time. There are four main levels of goals in an organization: mission, strategic, tactical and operational goals. At the top of the goal hierarchy is the mission.

Mission- a fundamental, unique, qualitative goal that emphasizes the features of the firm's business, its difference from other firms in the industry.

The mission can be determined by the range of needs met; set of consumers; manufactured products; competitive advantages; technologies to be used; growth and funding policies; the culture of the organization, which determines the relationship within the company, the requirements for employees.

strategic goals. These are general long-term goals that determine the future state of the organization as a whole, indicate the timing of their achievement.

Tactical targets determine the results that the main units of the organization must achieve in order to ensure the implementation of strategic goals. Thus, tactical goals are a means of achieving strategic goals.

Operational (production) goals. These are specific, measurable results of the activities of departments, working groups, individual employees in the organization. They are a means to achieve tactical goals.

The main areas of goal setting are: profitability, markets, productivity, products, financial resources, production capacity, research and innovation, organization (restructuring), human resources, Social responsibility.