The corporate culture of a company must include proper organization and effective achievement of the company's goals. This is necessary to determine the direction of development and ensure the implementation of the company’s strategic plan for the near future.

You will learn:

• What methods exist to achieve the organization's goals.
• Which strategy for achieving your goals is most effective.
• How to achieve your goals with the help of a high corporate culture in the company.
• How visualization can help achieve company goals.
• How to achieve your goals using kaizen practice.

Goals must be clearly defined for each level of the organization, each of its departments and divisions, as well as for each individual employee. And not only current ones, but also long-term ones. Only then will employees be aware of what they are doing and what result they should get, and will be able to give a more accurate assessment of their activities in terms of approaching the goal.

How to understand that the goal has been achieved?

A certain result must be achieved. This is what we need to strive for. When a person achieves a goal, it is necessary to set a new task and specify what the expected result is. However, the use of this approach is advisable in relation not to one or several employees, but to the entire personnel of the organization.

Strategic Planning Process Cycle (Infographic)

You need to start from the company’s goal, formulated in quality policy. You need to focus on it when assigning tasks to departments. And on the basis of them, the goals of each sector are formed, the achievement of which is possible with the help of specific actions. The process is similar for the next stage: the tasks of the lower level are formed taking into account the goals of the higher level. The lowest level is the individual employee, for whom goals, objectives and activities are determined in this way. The formulation of individual goals for each employee is not necessary; team goals can be defined.

Setting goals requires taking into account a number of factors:

• goals should be optimal, there is no need to overestimate or underestimate them;
• It must be possible to measure objectives objectively and obtain specific numerical values;
• it is necessary to clearly define the time frame for achieving goals;
• There must be a need to achieve goals; they must be useful.

Employees must also be involved in setting goals. But the choice of ways to achieve them is the prerogative of the employee himself. It is the responsibility of managers to create the necessary conditions for achieving the goal (time, personnel, funds). During the work process, management assistance (advice) may also be required. In addition, it must monitor the timely completion of tasks and, if necessary, adjust goals. Another responsibility of managers is to compare the goals of different departments and prevent competition and contradictions between them.

The manager’s task is to monitor the completion of tasks and the work process, intervening in it if necessary. If managed correctly, it will be a great way to motivate staff because success can be measured and results in achievement will be visible. Communication will improve within the organization - both regarding personal successes and the results of the entire unit. The coordination of individual goals and objectives with the overall goals of the organization will become real. And if an employee sees that he is participating in achieving a common goal, then he does not become fixated on his own interests. In addition, he better understands the work of others.

Example

In 2009, the management of one organization took measures to achieve planned turnover indicators. The goal was to sell goods worth $7 million in 5 months. The CEO developed a plan according to which the task of 20 employees for the next 2 months was to call potential clients and communicate with those who had already purchased goods from the company.

Employees had to find out whether customers were going to upgrade or expand their computer fleet and purchase software. The call showed that clients are not against cooperation. The estimated value of the transactions was more than $22 million.

Those who called potential buyers were sure to record their needs, if the clients were at least a little interested in the company's products. This information was sent to the department that interacts with customers. The employees of the telephone sales department strived at all costs to complete the tasks facing them, and they succeeded. However, as it turned out later, the sales amounted to only $2.5 million.

What caused the failure? An analysis of the achievement of the organization's goals showed that in order to fulfill the plan, employees deleted old records and created new ones, while assessing the likelihood of sales too optimistically. For example, after calling a client in Yekaterinburg, employees found out that he wants to purchase products worth $20 million within 3 months, and plans to purchase $600 million in 2-3 years.

And the system indicated that the amount of transactions with this client over 3 months would be $600 million. That is, the key goal (sales) was replaced with a secondary one (filling the system with data on the expected amount of transactions in the future).

How to achieve goals using the “Ivanushka the Fool Strategy”

The changing economic situation, new technologies and competitors pose challenges to top managers and company employees. Past experience and solutions that have already been tested in practice do not give the desired effect. The search for new options is associated with risk, so there is a feeling of impasse.

To abandon yesterday’s actions and solve the problem, use the “Fool Ivanushka strategy.” Find out how this technology works from the article in the electronic magazine “Commercial Director”.

A practitioner tells

To achieve your goals, adhere to the formula “goal - mission - policy”

Eric Blondeau,

General Director of the Russian hypermarket chain Mosmart, Moscow

The basis of the organization's strategy is corporate resources. When building it, I recommend adhering to the formula “goal - mission - policy”.

The purpose of the organization must be specified. Every employee should know it. Our goal is to increase the company's capitalization. The goal is based on the mission, and that is based on the four postulates of the company:

1. Clients of the multi-format retail chain Mosmart receive the highest quality service that meets the most demanding requirements.
2. The company's goal is to satisfy all customer needs.
3. Our organization uses innovative ways to work with consumers and constantly improves them.
4. We have excellent conditions for employees, allowing them to grow and develop professionally.

The mission is a kind of foundation. Management priorities are based on company policy. Its focus is on people, assets, finance and products. Any employee who has been trained by the company is familiar with its policies. Management is entirely determined by it. It even reveals the ability of the organization’s personnel to achieve designated goals, the company’s architecture, etc.

Methods for achieving organizational goals

The method of achieving a goal (how to achieve it) is considered in a general sense, namely, what activities the organization conducts. In order to avoid confusion and misunderstanding in the process of accomplishing tasks, managers should develop additional plans and specific instructions to achieve goals. The process of implementing all points of the strategy must be streamlined.

Formal planning has the following key components: tactics, policies, procedures and rules.

Tactics. To implement long-term plans, you need to create short-term ones that are consistent with them. Short-term strategy is tactics. Let us characterize the tactical plans:

• The development of tactics is carried out in the development of strategy.
• Senior management usually takes part in developing strategy, and building tactics is the responsibility of middle managers.
• Tactics are a plan of action for a short period of time, as opposed to a strategy, which is long-term.
• Full detection of strategic results may not be possible for several years, while the results of implementing tactics can be detected quite quickly. They are easy to relate to specific actions.

Policy. Once strategy and tactics are developed, managers need to set additional guidelines to ensure that staff are not disoriented or misinterpreting the company's plans. That is, a policy needs to be developed.

Policy is a general guide for action and decision making. Its task is to make it easier to achieve goals.

Typically, policy formation is carried out by senior managers. It is being developed for a long time. It directs action towards achieving a goal or completing a task. It explains what methods should be used to achieve the stated goals. Politics helps to maintain consistency of goals and avoid making short-sighted decisions.

Procedures. It takes more than politics to lead action. It is also mandatory for managers to develop procedures. Using the experience gained to make future decisions can be very beneficial for the organization. Reminders of the past help prevent wrong actions. In the case of frequent repetition of a situation, when developing a solution, managers, as a rule, try to use a proven method of action, considering this to be correct.

A procedure is a description of the actions required to be carried out in a specific situation.

Rules. If the plan can be successfully implemented only if the task is carried out precisely, then management may decide that there should be no freedom of choice. It can be completely excluded even when there is a possibility of employee behavior that could cause undesirable consequences. Rules may be developed by management to restrict the actions of personnel to ensure that specific tasks are performed in certain ways.

A rule prescribes a certain course of action in a specific single situation.

The difference between rules and procedures is that they regulate the solution of a specific and limited issue, while procedures are guidelines for action in situations in which several successive operations are interconnected.

• How to lead a team: developing an action plan

An effective strategy to achieve organizational goals

Strategy is a set of rules and techniques that allow achieving the main long-term goal of an organization's development.

When developing a company development strategy, you must comply with the following requirements:

• the choice of strategy can be based on intuition and experience of management, but how feasible and high-quality it will be depends mainly on the methodology of its development, analysis of the situation and trends in its change, taking into account the main factors of successful development;
• If you do not base your development strategy on a specific, understandable and realistic goal, you will not achieve success; this goal should become a management goal, a reflection of the organization’s potential;
• Strategy implementation is carried out by people, so when developing it, remember the need to take into account the human factor. No matter how ideal the strategy may be, it can only be implemented if the staff is interested in its implementation;
• Strategy is not only a set and sequence of probable results of an activity, but also the ability to distribute its stages over time. Developing a strategy requires correct timing, and its implementation requires effective use of time.

An organization's strategy is a program that allows for forward-looking management. In this regard, management technologies, the level of personnel training, and the socio-psychological situation in the company must correspond to the content of the strategy.

A company may have more than one strategy. Let's consider the most important one - economic. It gives answers to the questions “What and how much to produce?”, “What methods and means to use for production?”, “For whom and when to produce?”

These issues will be revealed if the economic strategy clearly regulates:

• how to explore the conditions of competitive advantage;
• how to study markets for potential goods and services and choose areas of activity that will allow the enterprise to be flexible in changing market conditions, that is, reorient itself to work in the economic, legal and social zones that are the most favorable;
• how to form an organization’s assortment portfolio so that it is relevant and satisfies the individual and production needs of potential customers (both domestic and foreign), and also ensures on this basis that the company regularly receives economic profit, that is, one that makes it possible to implement an expanded reproduction program ;
• how to distribute the organization’s own funds and additional ones (brought in from outside) between various areas of activity so that the productivity of their use (profitability) is the highest;
• how to interact with factor markets, securities, and foreign exchange markets in order to be able to support the company’s strategic potential in economic terms at a level that ensures competitive advantage throughout its entire life cycle;
• what should be the pricing policy so that it can ensure the sustainability of the organization in the future, both when carrying out activities in traditional market segments and when developing new ones;
• how to detect at an early stage the preconditions for crisis phenomena both in the country’s economy and its industries, and within the organization; how to prevent the insolvency of an enterprise, its collapse.

By establishing rules and techniques that allow the effective implementation of these areas of activity, the economic strategy of the company from the moment its production profile begins to take shape, and all subsequent times while it operates, should have the goal of maintaining a competitive advantage, preventing bankruptcy, and ensuring good profits in constantly changing conditions.

An analysis of the aspects of economic strategy discussed above allows us to understand that it is possible to develop effective strategic decisions only by processing large volumes of information of a different nature, which must first be collected. These are the main areas of activity of the organization when developing a strategy:

• negotiating with various strategic influence groups, potential suppliers of raw materials, buyers, customers, etc.;
• direct development of strategic decisions.

Components of economic strategy: product strategy; pricing strategy; interaction with the markets for resources, money, securities, reducing transaction and production costs; foreign economic and investment activities; staff incentives; preventing bankruptcy.

All these components of economic strategy are united by the fact that they form the motives that encourage the adoption of one or another strategic decision and ensure the effectiveness of achieving the organization’s goals.

5 golden rules for achieving your organization's goals

Achieving an organization's long-term goal can be compared to running a marathon. This is a test of how resilient, disciplined and able to focus on the main thing you are. Following these rules will help you reach the finish line with dignity:

Rule 1. There must be one goal

A business should have one long-term goal. Otherwise, a conflict between goals is inevitable, fraught with the dispersion of efforts and attention in several directions.

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A practitioner tells

Don't try to achieve two long-term goals at once

Mikhail Nikolaev,

Once upon a time, we made a mistake when we began to simultaneously tackle two long-term goals: to become one of the leaders of wine producers in Russia and to achieve self-sufficiency. After a short period of time, it became obvious that these goals contradict each other. It is impossible to make huge profits by producing premium quality wine. Mostly those who make large quantities of wine using imported wine materials make their fortunes. Growing grapes independently for your own production (which is what we do) requires a lot of money, effort and time. Having understood this and thought everything through well, we diversified our business and began producing high-margin drinks - cognac and champagne. Although the main goal remains the production of high quality Russian wine.

Rule 2. The goal should be as specific as possible

It is necessary that the degree of realization of the goal can be measured. For example, the task “expand production” is vague, it needs to be specified: “to double production output in 3 years by launching a new workshop.” In addition, external assessment is important - the opinion of independent market experts and rating agencies. Therefore, a different formulation of the task “to achieve higher quality products” is possible: “to receive high marks from experts.”

Feedback, wishes and recommendations from clients, as well as expert assessments help to achieve the set goal without going astray and without being tied to short-term profit. You always want to release a simpler product, because it will not have an impact on the sales market. And feedback makes you want to invest in improving the product.

Rule 3. It is necessary to break the path to the goal into controlled stages

Develop a step-by-step tactical plan, during the implementation of which you need to:

• reduce production costs by getting rid of assets that are not a source of stable income and do not have the potential for sale;
• change the organization’s product portfolio, which will allow it to position itself more specifically. It is advisable to divide your product line into segments (premium, economy);
• increase the marginal component of the business.

This plan should be implemented within 3 years. The first year will be enough to reduce costs, the second will be enough to relaunch the line. In the third year we need to reach self-sufficiency.

Rule 4. You can’t give up, even if the circumstances are stronger

Even with competent planning and accurate determination of deadlines for completing tasks, there is a possibility that objective circumstances may arise that require a temporary suspension of actions or adjustments to the plan. However, returning to the original order is mandatory. The sooner it happens, the better. You cannot deviate from the chosen path and leave previous tasks unfulfilled while taking on new ones.

Rule 5. Plans need to be adjusted

On the way to your goal, you will most likely encounter unforeseen difficulties. Be prepared to change plans to suit new circumstances.

A practitioner tells

Plans don't always match reality

Mikhail Nikolaev,

managing director and co-owner of the company "Nikolaev and Sons", p. Moldavanskoe (Crimean region, Krasnodar region)

Our plans were not to differentiate brands by price, but after working for a year and analyzing the data, we saw that sales of premium wine were going just as well as sales of inexpensive wine drinks. When we increased the price of premium wine, produced in small batches and having a high cost, we were faced with a lack of understanding from buyers: they believed that a domestic drink could not be expensive. Nevertheless, the margin has increased - as a result, the return on investment of the project has increased. In the case of the economy segment, we had to work out a compromise solution with distributors, which made it possible to adapt the selling price to the low cost on the shelf.

The payback of this brand was made possible due to increased sales. As a result, the premium line became the face of the company, and the sale of inexpensive drinks made it possible to accelerate the movement towards self-sufficiency and raise funds for the development of the premium brand.

How employees can help the organization achieve its goal

For example, you set a goal. The next stage is to involve personnel in its implementation and assess their ability to reach the end. It is best to make a presentation of the goal, and then brainstorm. Don't lose your calm if you are criticized. Listen to each employee's opinion. The ability to achieve goals with the help of your employees demonstrates excellent management skills.

In one of the organizations, sales decreased in 2003-2004. Some of the staff were laid off, while other workers found themselves in a state of uncertainty. They needed to develop a new market. There are approximately 20 people left on staff. We organized a meeting, reported on the current situation of the company, and outlined the main goal.

Each employee should offer his own way to achieve the goals and objectives and tell how he would solve the problem in a presentation.

A week later, 20 projects were ready, describing the specifics of a certain area of ​​work. At the general meeting, proposals with the greatest value were identified. Based on them, we developed a consolidated plan, after which we determined individual goals for each employee. Of great importance was the fact that they practically set them for themselves and therefore were ready to begin their implementation.

The new strategy had a strong impact on sales: in the first 3 months, the company's revenue decreased significantly. However, the staff understood what was happening and continued to work hard. The management, having assessed the circumstances in which the employees found themselves, allocated funds for their financial incentives. By the end of the year, the organization experienced a 35% increase in sales.

A practitioner tells

Set goals based on your results

Vladimir Mozhenkov,

General Director of Audi Center Taganka, Moscow

When setting goals for both yourself and your employees, you need to take the results already achieved as a basis. For example, sales revenue last year amounted to a certain amount. This means that this year you should achieve slightly higher results, but by no means less. You need to set goals taking into account available resources.

If the organization's loan is equal to 100% of its own capital, then this should be taken into account when planning. Only your own ambitions can be taken into account.

The goal must be quantifiable. You must serve so many customers, sell so many units of goods. Make your goals specific. For example, the goal is to sell 2,000 cars by the end of the year. You'll need to continually track your sales to see if you're getting closer to your goal. If it is formulated vaguely, then implementation will be impossible. After setting the main goal, you should break it down into smaller ones.

If a company develops progressively, this indicates its competent management. Let's explain with the same example. Your goal is to sell 2000 cars per year. In total, 10,000 cars were sold in the capital. That is, you occupy 20% of the market volume. Two nuances should be taken into account.

First- you must sell 2000 cars, even if only 2500 are sold.

Second nuance - a mandatory analysis of the situation after achieving the goal. For example, you sold 2,000 cars, but the total number of cars sold in Moscow is 12,000. That is, competitors sold 10,000, which indicates the need to refine your strategy. To achieve an organization's strategic goals, the bar must be continually raised.

In addition, achieving the goals you have outlined is possible only if the organization’s personnel are motivated to do so, and the company’s priorities coincide with theirs. This can be achieved by developing a corporate culture, properly developing a reward system, creating a trusting atmosphere, and providing the opportunity for personal communication between employees and management.

It is very important for the manager to correctly assess the employee’s potential and determine his priorities. Staff should see their boss as a role model.

How visualization helps achieve organizational goals

The prospects for visualization as an HR tool for achieving organizational goals are diverse and large-scale.

To effectively manage employees, you need to influence them using various methods in a targeted and dosed manner:

• stimulate them (based on meeting certain needs and requirements);
• inform (provide information necessary for independent planning and organization of the work process, as well as development);
• convince (why influence the employee’s personal values);
• coerce (use administrative measures to force one to fulfill one’s duties).

The perception of most of these techniques is easier if they are presented visually.

Visualization in a general sense is a set of techniques and methods that make it possible to transform numerical information (static and dynamic processes) into a visual spectrum that is convenient to perceive.

Visualization makes it possible to clearly and easily demonstrate almost any process, from the personal results of each employee to overall achievements and strategic plans for the long term.

The high importance of visualization tools is due to several reasons:

1. Visualization tools allow you to clearly present the strategy and graphically describe the company’s business processes for staff.
2. In shaping the image of an organization, visual objects play an important role - videos about the history of development, achievements, grandiose plans, symbol and logo.
3. One of the best tools is infographics, with the help of which it is possible to simply and visually present the results of activities over a certain time.
4. Individual schedules for each employee with indicators of their successful projects (transactions, sales, professional achievements) are a good way to motivate staff.
5. Using video materials, infographics, and listening to webinars during professional training is an effective way to improve your skill level and acquire new knowledge and skills.
6. In order to create an optimal microclimate in the team and give employees a sense of involvement in a common cause, many market leading companies form and transmit corporate and collective values.
7. A way to motivate employees is gamification. It involves involving them in a corporate game or competition.

This is not all the visualization possibilities. Taking into account the fact that now everyone uses mobile devices and has constant access to the Internet, programmers have developed many tools that ensure continuous communication with each of the organization’s employees.

Here are examples of just some software that provides assistance in team management, capable of motivating and informing employees by ensuring their constant communication:

1. Org Visualization by Nakisa- a program that visualizes the organizational structure. In it you can view data about all employees, analytical indicators (for HR specialists and managers). A social network is integrated into the software.
2. Data Quality Console- this program allows you to find errors and analyze personnel and organizational data. Its use guarantees timely detection of various errors. Their graphic display is provided.
3. Succession Planning is a tool that allows you to manage talent. With its help, it is recommended to select personnel based on key indicators, as well as create a pool of successors.

Kaizen as an effective method of achieving the organization's goals

There is a simple method to achieve a difficult goal: moving towards it should be slow but sure. The name of this method is “kaizen”.

1. Ask small questions. Often the questions asked by management to subordinates are too difficult: “What daily actions will help the company take a leading position in the market?” Such questions make employees nervous. It is better to ask differently: “What activities can you propose to improve the production process or product?” For example, an American Airlines flight attendant noticed that most passengers left olives in their salads uneaten, which she reported to management. Having learned that the prices for meals supplied to the airline depend on the number of ingredients in them (they are higher for complex multi-component dishes), management decided to order the salad without olives. This saved $400,000.
2. Take small steps. Actions that do not change the usual flow of the work process do not alarm employees. The medical center was losing customers: they had to wait too long for their turn, and they switched to competitors. It was not possible to hire additional staff or limit the duration of appointments to solve the problem. But the management found a way out: the nurse personally apologized to each patient who was forced to wait a long time, and the doctor, when parting with him, sincerely thanked him for choosing the clinic. The measures taken led to a reduction in patient outflow by 60% over several months.
3. Solve small problems. One Toyota manager changed the main rule of assembly: previously, when the conveyor was moving, the worker carried out only one operation, and quality control of the output product was the task of the inspector. After the changes, cords were attached along the entire line, with the help of which a worker could stop the conveyor at any time if a defect was detected. This allowed us to significantly improve product quality. Timely identification and correction of small problems should be a priority. It will help prevent them from developing into a system error.
4. Give out small rewards. The American company Southwest Airlines rewards employees for excellent performance by awarding food coupons ($5). This practice shows that such incentives are no less effective than expensive gifts and large bonuses. This is easy to explain: large rewards cause an increased sense of responsibility, and the creative impulse may fade. By receiving small gifts, people are inspired to work even more productively.

• Efficient production and kaizen: application and results

A practitioner tells

Why you need to help your competitors

Michael Roach,

expert in the application of Tibetan techniques, New York

Among the techniques that I like to use, it is worth highlighting the “4 steps” technique for achieving the goal. Their Tibetan names are Shi, Samba, Sherpa and Tartuk.

Step 1. Decide on your desires. The thought must be clear. For example, you are the head of a company or your desire is to increase profits by 30%.

Step 2. Find someone who has the same desire and help him. That is, you need to find the owner or manager of a business that you can help grow. This is difficult because we usually see others as competitors and don't want to waste time and money helping them (think Coca-Cola helping PepsiCo). But this is the requirement of this technique: you need to provide free assistance to a colleague who wants to increase his income. Explain to him your initiative to help selflessly with the desire to plant a mental seed. Do other people's business one hour a week, for example on Friday evening. I don’t know how it is in Russia, but in the USA it is not customary to work on Friday afternoon. Therefore, an hour spent helping others will not have a negative impact on your business. What can you do for others? You can help with the website, marketing, and developing a new product.

Step 3. Provide real help. For example, while already conducting training activities, I found a Mexican competitor organization providing training, the goal of which was to launch its own training course. I suggested that she develop a joint program. As a result, several thousand listeners attended the lecture.

Step 4. Be happy that you helped someone else. As you complete the previous steps, you will plant a seed in your mind. However, it may not sprout if it is not watered and fertilized. How to do it? Before you go to bed, think about how you helped your colleagues. If thoughts bring joy to you, then rest assured that it will act on the seed like water and fertilizer. Regular “watering” will ensure quick shoots, and they will grow into what you want.

10 common mistakes that prevent you from achieving your goals

Mistake 1. There is no motivation, but you continue to work towards the goal

Because the matter cannot be left unfinished.

This is true. And the mistake is not that you don’t quit what you started, but that you work without enthusiasm.

And the point is not that, working reluctantly, gathering all your willpower into a fist, you spend a lot of effort and time, taking a long time to tune in to each action. And the fact is that you do everything less efficiently and even if you achieve the designated goal, you (or your customer) will not be satisfied with the result.

Motivation can disappear, no one is immune from this. However, to obtain excellent results, its presence is mandatory until the end of the task.

Mistake 2. The goal is formulated incorrectly

Inaccurate formulation of goals or defining them as desires leads to the fact that they become physically unattainable. And working with them is similar to shooting at a target that is not visible.

If the goal is formulated correctly, it will sound like a specific result that can be measured, seen or felt. There are various methods that suggest using from 5 to 14 criteria when defining a goal to ensure the effectiveness of the formulation.

Mistake 3. The goal does not correspond to your values ​​or is not yours at all.

An example is the desire of an honest person with the right values ​​to make quick money using dishonest methods. And he doesn't succeed at all.

Another example: a person’s goal is to write a dissertation, although he does not need it at all, but his father insists. Or he wants to buy an expensive car to increase his value in the eyes of his colleagues.

If the goal is not yours, then achieving it will either be impossible or will not give you joy, a sense of satisfaction and the feeling that your efforts were not in vain.

Therefore, be sure to analyze the goal to ensure it aligns with your values. If you doubt that it is yours, its transformation is necessary.

Mistake 4. The plan is written in the form of actions. You think like a process person

This error is not so easy to spot for people with the process meta-program. According to “resulters”, who imagine the world in the form of results, achievements and checklists, “process people” lag behind life. But this is not so, they are simply characterized by “flow”. For them, complete immersion in the process and endless improvement is normal, since there are no specific exit criteria.

If the plan contains a list of what needs to be done, then its author is definitely a process planner. And the effectiveness of this type of plan is the lowest. They take too long to complete and in most cases cannot be completed at all.

If you see yourself as a “process worker”, don’t give up. Don’t try to transform yourself into a “resulter”, because you also have your advantages. Just use the templates developed by the “resulters” when making plans. Then you will achieve efficiency.

Mistake 5. Some steps in the plan depend on circumstances and other people.

If this is the case, don't rule out the possibility that you will fall behind the plan all the time through no fault of your own.

Mostly people take this for granted: “How could it be any other way? Even stores have opening hours!” But using this approach entails dependence on others. Of course, it is impossible to completely exclude the influence of factors beyond your control, but the plan certainly should not depend on them.

Mistake 6. There is no system to your goals, you grab onto one thing or another

Imagine that your task is to fill a bucket of water. To fill it, you take water from the lake with a mug. The bucket is your goal and the mug is your daily volume. According to the plan, the bucket will be completely filled, for example, in 20 days.

Now imagine that there are 5 buckets (or more, depending on how many goals you have) and you constantly pour water from the mug into different buckets. And in 20 days, not one of them will be complete. As well as in 40 and 60 days.

The goal will be achieved in approximately 80-100 days. Is this right for you? Most likely, in this case you will have to give up some goals. Or you will take on everything at once, but will not get the desired results.

However, focusing on just one goal is also undesirable. It can be compared to eating the same food for 20 days - you will soon get tired of it. Develop an overall plan and priority system.

Mistake 7. The goal is either too big and it’s not clear where to start, or it’s too small and doesn’t excite you.

To avoid being unmotivated, people often set goals that are too ambitious and don’t know where to start achieving them. Or, on the contrary, they are afraid of big goals and lose motivation. It may seem that the solution would be to find a middle ground, but this is not the right solution.

You need to set a goal so that its scale is sufficient for your inspiration. However, at the same time, it must be achievable and realistic. Don't look at the goals flat, use the matryoshka principle.

Mistake 8. You are constantly distracted and do not stay focused on the goal.

It's not really a measure of how well you can concentrate. After all, if a person is interested in what he is doing, problems with concentration do not arise. The difficulty lies in turning the process of achieving a goal into a routine.

To solve it, you need to be able to turn a routine into an interesting process.

Mistake 9. You quickly get excited about a new goal, and then your interest just as quickly fades and you abandon the goal

The success of your actions is guaranteed if you are faithful to the designated goal. There is nothing complicated here: if you are not ready to work until you achieve the desired results, then the goal is not yours and you do not need it.

Working with goals is difficult. The main difficulty is to determine YOUR goal. If you can handle this, the rest will be easy. It's like finding your love.

However, not everyone monitors the quality of the target. Basically, everyone strives to quickly “check the box” and collect as many of them as possible. As if this is the most important thing...

Mistake 10. You constantly put off starting actions and start them when there is little energy and time left for quality work.

The effectiveness of deadline motivation is, of course, the highest, but this option is “caveman”. It's time to join modern technologies.

Information about the experts

Mikhail Nikolaev Graduated from the Faculty of Humanities at the University of Pennsylvania, where he studied, in particular, French and Spanish, and received a Bachelor of Arts degree. Additionally, he took courses in accounting, finance, marketing and advertising at the Wharton School, and also completed a number of internships, including at Deutsche Bank and in the marketing department at FC Barcelona. In 2012, he developed the startup project ExpoPromoter in Kyiv, and upon its completion joined the TicketForEvent team as a sales manager and marketer. In January 2013, he became the chief marketer of the Lefkadia company, and in September - the General Director of the Nikolaev and Sons trading house.

LLC "Nikolaev and Sons" Field of activity: winemaking. Number of personnel: 150. Vineyard area: 80 hectares. Number of cultivated grape varieties: 24. Production volume: 180 thousand bottles of wine of different varieties per year.

Michael Roach- one of the founders of Andin International, purchased in 2009 by Warren Buffett's fund for $250 million. The author of the book “The Diamond Cutter” (M.: “Open World”, 2005), in which he talked about the history of his company and systematized the Tibetan principles that allowed it to succeed. More than 3 million copies of this book have been sold worldwide. For the last ten years he has been conducting seminars teaching Tibetan techniques to businessmen.

• How to set goals according to the SMART system.
• How to apply the SMART goal technique in a company.
• How to implement SMART goals in a company.

SMART goals– the most common method of setting goals in goal setting. However, not everyone knows how to use it in practice.

The SMART methodology, proposed by Peter Drucker, is named after the first letters of the English words specific, measurable, achievable, relevant and time-bound.

The concept of management by objectives (MBO), within which the SMART principles emerged, has already become a classic of international management. It is based on the manager’s ability to set “smart” goals for his subordinates and himself (strategic management, in turn, involves a view from above, when the holistic picture is more important than individual numbers. A tool that allows you to build a holistic picture is the company’s strategic map The tool was developed within the framework of the theory of the balanced scorecard, you can learn how to create such a map and use it by attending the CEO School).

SMART:

S– specific, significant, stretching - specific, significant. This means that goal setting must be specific and clear. “Transparency” is determined by an unambiguous perception by all parties. If you set goals, they must be clear and expressed as precisely as possible. When setting goals, you cannot use globality and uncertainty. Specific goals will tell your employee:

• your expectations from his activities;
• deadlines for completing assigned tasks;
• exact result.

Concretization will be able to accurately assess intermediate successes that bring the final goals closer to completion. The continuation of each final goal is the ultimate goal. If there is no super task, even the immediate goal will be unattainable. In fact, this is an additional motive.

M– measurable, meaningful, motivational - measurable, significant, motivating. The result of achieving the goal must be measurable, and measurability must be applied not only to the final result, but also to the intermediate one. What good is a goal if there is no way to evaluate it? If the goal is immeasurable, it will be impossible to evaluate its achievement. What about the employees? They won't be motivated to move forward unless they have a concrete measure of their success.

A– attainable, agreed upon, achievable, acceptable, action-oriented - achievable, agreed upon, oriented towards specific actions. It is important not to forget about the adequacy of the set goal and to be sure that this goal is definitely achievable by assessing resources and various influencing factors. Each goal should be achievable for any employee and, as a result, the entire company. The most optimal are goals that require effort when fulfilled, but are not prohibitive. Goals that are too high and too easy lose their value and employees will neglect them.

R– realistic, relevant, reasonable, rewarding, results-oriented - realistic, relevant, useful and focused on specific results. Goals must always be relevant and not conflict with other goals and priorities of the organization. Purpose is one of the key tools for making your company's mission a reality. Everyone knows Pareto's law, which states that 80% of the results are achieved with 20% of the effort, and the remaining 20% ​​of the result will require 80% of the effort. Similarly, we can say that 20% of the product provides 80% of the revenue, and the main thing here is to see these 20% of the product.

T– time-based, timely, tangible, trackable - for a certain period, timely, trackable. The deadline for completing a goal is a key component of goal setting. The term may be defined by a specific date or period. Each destination is like a train, it has its own time of departure, arrival and duration of the trip. Limiting your goal in time will help you focus on completing it on time. Goals without deadlines will most often fail due to everyday rush jobs.

How to use SMART to improve business processes

The SMART method allows you to identify bottlenecks in business processes, improve operational efficiency and select effective analysis methods. How to build a strategy according to the SMART principle, read the article in the electronic magazine “General Director”.

Examples of personal SMART goals

1. Start earning 200,000 rubles monthly at your current job by March 1, 2018.
2. Apply to the Faculty of Philology at Moscow State University on a budget in 2018.
3. Pass the exam for a category B driver's license before May 31, 2018.
4. Lose 10 kg by July 1, 2018.
5. Spend 3 weeks in Rome, in a 5-star hotel in the city center from May 1 to May 20, 2018.
6. Complete the free training “Personal Growth” before August 31, 2018.
7. Learn 100 English words in 30 days.
8. Read all articles by the General Director before November 20, 2018.

These are approximate goals that are correctly set and meet all of the above criteria.

How to formulate a goal using the SMART technique

1. To achieve any goal, it is important to first form an intention. Preferably in writing. To correctly formulate a goal, apply the SMART method to your intention. Thus, you will immediately see those hidden problems that may prevent your intention from coming true.
2. Setting a SMART goal is the best way to stay focused on your intention. That is, you will already automatically tune in to the required wave. As a result, you will not only figure out a way to achieve your goal, but also “attract” all the necessary events, and in some cases, achieve your goals without doing anything to achieve them.
3. By using specificity and a way to measure achievement, you will develop a better understanding of what you really want. This approach will help you identify your goals and get rid of imposed ones.
4. By checking your goal for realism, you will certainly realize and understand the connection of this goal with your other goals, the goals of loved ones, etc.
5. The SMART method is also applicable to advice from other people, to any recommendations, suggestions, etc. (for example, at a meeting)
6. When there are many goals, SMART will help you weed out “bad” goals and work only with “good” ones.

Expert opinion

Vladimir Larionov, General Director of Audi Center Varshavka, Moscow

Our company uses the SMART methodology when setting goals. I will dwell in more detail on the main components of this technique:

Letter S. Our goal is to make money.

Letter M. For each profit center, we clearly define how much money it should bring into the general treasury and what needs to be done for this. For example, the goal of the sales department is to earn a certain amount by selling a certain number of cars. There are divisions that do not sell anything themselves, but without them the business process is unthinkable (for example, the client department). The employees of such departments are given their own goal, also expressed in numbers. For example, we measure customer satisfaction through surveys, so the goal of the customer department is to achieve the target level of satisfaction.

Letter A. Goals must be achievable. Achievable does not mean underestimated - it is better to raise the bar. I have a saying: “If you go on the mat against a heavier opponent, maybe you’ll beat him, maybe you won’t. And if you don’t come out, you’ll never put it down.” It is very important to monitor the achievement of intermediate indicators. If we see that someone is not following the plan, the task of all departments is to help him. For example, several years ago we were in danger of disrupting our sales plan due to the lack of new cars of certain models in the manufacturer’s warehouses. Nevertheless, the company found a way out: we began to manage demand, trying to sell cars of those models that were in stock and stimulate production orders for models in short supply. In general, do everything to avoid losing our precious clients due to problems that arise.

Letter R. The goals of specific departments must be related to the overall goal of the company. For example, the main task of the transport department is to maintain a fleet of test and replacement vehicles in good condition. On the other hand, replacement cars help us earn money - if we have free cars, we offer them for rent to clients.

Letter T. Achieving a goal must be limited to a time frame (month, quarter, year, etc.).

When are SMART goals appropriate and when are they not?

1.The date of achievement of the result must be updated. There is no point in long-term planning according to SMART, since the situation can change dramatically if you set irrelevant goals before reaching the deadlines. As an example, the case when a person has “seven Fridays a week.”

2. If, in your situation, the result is not important, but only the vector of movement and its direction, the full use of SMART becomes impossible.

3. The SMART method is always aimed at taking some action in order to achieve your goals. If you understand that actions will not be taken to achieve the goal, the method loses its effectiveness.

4. Spontaneous planning is much more suitable for many employees. We will discuss below how SMART goals help prevent conflicts in companies.​

14 tips on how to set and achieve goals

The SMART approach is primarily used by large and technological companies. The larger the organization, the more difficult it is to monitor the work of an individual employee. SMART allows you to control the work of even a large team. If employees have to perform the same type of tasks, it makes sense to set an algorithm of actions using SMART principles, so as not to have to explain everything all over again each time. There is only one limitation: it makes sense to write an algorithm only for fairly simple problems with a clear result in advance.

SMART will allow you to honestly evaluate the results of each employee online. Achieving specific goals is the most understandable criterion when calculating remuneration. The average rate of completion of assigned tasks according to the SMART methodology usually ranges from 80–90%; if it decreases to 50% or falls even lower, then the employee’s work should be considered ineffective. The remuneration is calculated in accordance with it.

The effect of implementing the SMART methodology is compared to turning on the light in a dark room: in an instant it becomes clear who is doing what and how useful each employee is to the company.

SMART goals for subordinates helped resolve disputes with superiors

Kirill Goncharov, Head of Sales Department, Oy-li, Moscow

I'll tell you my practical case. I held the position of Deputy Director for Development in the management company of a banking and construction group. The head of the marketing department constantly argued with me. For example, I said: “The other day I heard about the launch of a new promotion by our competitors (partners, etc.). Maybe we can introduce this experience here too?” Most often, the response I received was indignation and protests. Of course, I realized that those promotions that are carried out, for example, by plumbing stores are not suitable for our business, but I did not agree with the marketing plan, which consisted of the same events - exhibitions and publications - from month to month. I began to take a different approach, setting tasks in a directive manner: “I ask you to prepare a set of measures aimed at increasing sales. I’m waiting for an action plan and budget calculation by such and such a date. I understand that you think that everything doesn’t work, so offer me something that will work.” The head of the marketing department did not like such tasks and I had to replace her.

When a similar situation arose in my practice for the first time, I was worried and wondered where my mistake was. But then I found a solution to this problem. I check each of my tasks according to SMART and make sure that the performer fully understands it.

How to implement SMART goals in a company

SMART can be purchased as a product – a computer program that is installed on employees’ PCs. In this case, each employee has a personal plan with deadlines for completing individual tasks and their cost. At any time, the manager can check the degree of readiness of a particular job, count the number of employee working hours, the number of delays, and errors. If there are several performers, then you can control, for example, how long a document was in the possession of each participant in the process, who delayed the work. When purchasing such a program, be prepared to spend a lot of time and effort describing the work goals of each employee. Entrust this to HR specialists based on job descriptions.

SMART as a management technology can be used by any manager without restrictions: when giving the next task to a subordinate, check with the principles of goal setting described above. Remember that work is organized most effectively if the employee sets tasks for himself, and you only approve them.

• Personnel assessment criteria that will give the best results

A practitioner tells

Ruslan Aliev, General Director of CJSC Capital Reinsurance, Moscow

We plan the company's activities based on the concept of target management. We start by defining global business goals and fix them in the company’s strategic development plan. Next, we describe specific goals for the coming year. They are reflected in the operational plan.

Operational planning is a serious undertaking: the entire activity of the company, including budgetary indicators and the motivation system, depends on the quality of its implementation.

We consider the ability to correctly set goals to be a key managerial skill. To achieve the desired result from subordinates, you should avoid vague tasks with the wording “improve” or “improve” something. It is very important to set goals together with the employee and provide him with the opportunity to communicate with management based on the results of the work done. Finally, goals should be set “for growth.” A high bar only increases motivation, if, of course, the employee is internally ready to achieve it.

To be able to assess staff performance as objectively as possible, we have developed key performance indicators (KPIs) for all positions. The required level can only be achieved if the employee copes well with the tasks of the operational plan. Key indicators include both quantitative (monetary) and qualitative (non-monetary). Each category of employees has its own priority areas of work. The corresponding indicators are more important when assessing their activities and are more reflected in income. Thus, for selling departments, the most important thing is financial indicators and monetary efficiency, for supporting ones (HR department, lawyers, financiers) - quality indicators related to the organization and support of business processes.

A plan for achieving a goal is a list of specific actions, clearly planned
goals with an indication of the deadline for its implementation.

Efficiency (coefficient of performance) is an abbreviation of abbreviated words used in physics. But you can also apply efficiency in achieving a goal, which will consist of the words: Control + Planning + Delegation (Action).

Plan for achieving the goal broken down into steps

1. Select a target.
If the goal will be realized in the near future, then it is better to keep it in mind. If the goal will be fulfilled in a year, 5 years, then it is better to write it down in a notepad or on a PC.

Examples:
Buy weekend clothes from your salary - keep that in mind.
If you plan to buy a summer house or a car next year, record all actions in writing.

2. Come up with several options to achieve your goal as quickly as possible.
Consult with friends and relatives on how best to fulfill your desire.

Example:
Save money from each salary, take out a loan, ask friends for a loan at a small interest rate, or wait for an inheritance.

3. Choose the most accessible way to achieve your goal.

Example:
Save money monthly and keep it in the Bank. Limit yourself in everything, allow yourself to buy things and shoes only in the most extreme cases.

4. Break it down into steps.
Divide the required amount of money by the number of months that you wanted to save in the Bank. Decide on the number of contributions to be made. Record every contribution in writing. Perhaps there will be a quarterly bonus, an annual one.

5. Track the accumulated amount once a month, i.e. the result of savings.

How to make a plan to achieve your goal

You've probably wondered more than once whether the word goal and the word dream have a difference. Of course they do. Goals always have plans that will be implemented within the planned time frame. And a dream remains a dream for a long time, which can be forgotten or be the last to be fulfilled.

The word "kaizen" from Japanese means "change, improvement." This word was actively used in Japan during the year of economic growth, which was called a phenomenon or a “miracle of the economy.” The methods of “kaizen” entrepreneurship have been carried over to our days as a technique of custom and self-organization.

The Basic Meaning of the Art of Kaizen greatest specificity and clear consistency. All planned prosaic (scheduled cleaning of the apartment) or global (financial, labor, life) should be broken down into steps.

Mindfulness is the second significant feature. It is important to motivate your actions every day, stop yourself from spending too much, and record every step towards achieving your goal.

The Kaizen technique is based on There are guiding tasks that you regularly ask yourself, spending no more than half a minute. It doesn’t matter how large they are: symbolic or large.

Examples:
“What to buy for dinner so as not to gain weight?” “What can I do to establish a good relationship in my family?”

It turns out that with large questions you outline the direction of the right movement. Small - to work on a specific goal.

I advise you to try the actions of the Kaizen technique for yourself, mastering this art first on small but precise questions:

1. Specificity. Define concise tasks while working towards a specific goal;
2. Reality. Formulate the task in such a way that it stimulates and pushes to action.
3. Subsequence. Don't move on to the second question until you've dealt with the first.
4. Regularity. Ask a question every day. If you forgot about the Kaizen technique, about a missed day, ask this number of questions: in the morning, afternoon or evening to restore balance.

Advice from practice: “Kaizen is a proven method of organizing thinking to achieve goals.”

1. Write your question on a piece of paper.
Ask this question every day at a specific hour until you get an answer.

2. After thinking a little, write down the answer.
Many options appear throughout the day, take notes.

It should be remembered that the brain is constantly working, even when you are not thinking about this issue. At the moment of rest, sleep, creative inspired forces are released.

3. An audit of the goal is necessary.
Is your question relevant today?

1. Self-development. What should you read today to learn something new in the field of science?
2. Job. What actions need to be taken to speed up the work started?
3. Raising your mood. Maybe visit a hairdresser, change your image or buy shoes?
4. Health. What kind of sport should I take up so that the bride will like it?
5. Attitude towards employees. What can you buy for a tea party that everyone will enjoy?

At what age do children design the future?

Children of three, four and five years of age were selected for testing under the guidance of psychologists Cristina Atance and Andrew Meltzoff.

1. To test the ability to imagine a hike (into the forest), three objects were offered to the mountains: a cup, lunch, and a comb. But you could only take one item. Children 4 and 5 years old chose lunch.

In conclusion, they found that it was difficult for them to imagine the situation; it all depended on their physiological state.

2. Second testing: preschoolers were divided into equal 2 parts. The children in the first category were given cookies, after which they became thirsty. Category 2 cookies were not offered.

After some time, the guys were united into a common group and offered water and cookies to choose from. The “fed” children chose water, and the “hungry” children chose cookies.

Then the preschoolers were asked the question: “Who would prefer to choose water or cookies for tomorrow?”

It turned out that children who ate cookies and felt thirsty did not crave confectionery products. The second part of the children chose baked goods - cookies.

The researchers, with their discovery, proved that the environment influences the development of the ability to think in time in children.

3. In Atlanta, University specialists conducted research: the influence of healthy food in infancy. The children were also divided into equal categories.

At 32 years of age, participants were tested for intelligence.

It became obvious that children who were fed cereals up to two years of age have better contemplation and cognitive skills than other children who did not eat cereals in early childhood or consumed them at another period of life.

Parents and teachers, take into account the results of psychologists' research, which will help develop in children the ability of mental time travel, which can develop in parallel with other skills..

Possible plan to achieve a goal in life

1. A life planned by year accommodates more significant matters and events.

Example:
You are going to have a quick rest. We threw our things into the bag and off we went. And if you folded everything carefully, more would fit. So is your life.

2. Make a plan to achieve your goal that is reasonable and inspiring.
A small plan will not inspire you. And the big one – it’s better to break it down into goals, into steps.

3. Freedom to create.
The drawn up plan can be adjusted and supplemented if necessary.

4. Satisfaction in being.
The implementation of a grandiose plan, and even ahead of schedule, gives impetus to life.

5. Plan every day.
In the evening, plan the next day’s tasks and be sure to complete them.

Regularly making a plan to achieve your goal is the goal of your life journey. With the help of internal motivation, be sure to achieve your goal. You just need to really want it and everything will work out.

A balanced scorecard is a mechanism for transforming a company's strategy into a sequence of actions aimed at achieving set goals, and at all levels of company management. It improves the management system by bringing the behavior of a particular employee in line with the tasks set by the company's management. The balanced scorecard highlights more important and integrated sets of indicators that link the existing customer base, internal processes, employees and systematic activities aimed at long-term financial success.

One of the objectives of the balanced scorecard is to translate the company's mission and overall strategy into a system of clearly defined goals and objectives, as well as indicators that determine the degree of their achievement, within the framework of the four main components of finance, customers, internal business processes, learning and growth. Using these components of the balanced scorecard, managers can answer the following basic questions:

• What kind of company does it present to its shareholders and potential investors? (Financial component.)
• What kind of company does it present itself to its customers? (Client component.)
• Which business processes should the company improve, which ones to abandon, which ones to focus on? (Component of business processes.)
• Can the company continue to develop, improve efficiency and increase its value? (Learning and development component.)

Examples of strategic goals

Let's look at examples of strategic goals within the four main components of the balanced scorecard: finance, customers, processes and development.

Finance is one of the key components of the balanced scorecard. In general, it covers growth and performance strategies. In nonprofit organizations, this high-level component is often replaced by the mission component. In any case, in all organizations, it shows how the company intends to benefit its constituents (i.e., increase the market value of the enterprise) - be they shareholders, management or customers. Examples of such goals include:

• profit growth;
• increase in net cash flow;
• increasing product profitability;
• minimizing production costs;
• achieving industry leadership in sales volume per employee;
• increasing return on equity.

Typically, financial goals are at the top of the organizational goal tree, but there is a very close relationship with the goals of customers, internal processes and organizational growth. In order to determine the company’s strategic goals in the financial component, the following questions should be answered:

• What are our financial goals in relation to the proposed vision?
• What are the strategic intentions of the company's owners?
• What role does the company play for shareholders?
• What are the shareholders/owners going to do with the company in the future?
• What can be done to increase the company's income?
• What new products can be created to increase revenue?
• How to provide customers with additional value on existing products/customers?
• Is it possible to create new products?
• Can new uses for the products be found?
• Can new customers and markets be found?
• Is it possible to make new connections?
• Can new combinations of products and services be created that provide value to customers?
• Is it possible to create a new pricing policy?
• How can you improve the efficiency of your company?
• How can you optimize your cost structure?
• Is it possible to improve productivity in increasing income?
• Is it possible to reduce production costs?
• Can the combination of distribution channels be improved?
• Is it possible to reduce operating costs?
• How can you increase the efficiency (return) from the use of assets?
• Is it possible to shorten the money-money cycle?

The second level is the client component. It shows how the organization strives to appear in the eyes of customers, i.e., it reflects the company's competitive offer. This component is critical to the overall strategy of the organization because it clearly determines the choice of market position and the key customers it targets. Examples of goals include:

• increase customer satisfaction;
• minimize the number of lost clients;
• increase the profitability of transactions with clients;
• expand your customer base;
• to be recognized as a market leader in new types of products;
• achieve a certain market share in target segments.

As part of the development of the client component, it is necessary to identify key market segments where the company intends to focus its efforts to promote and sell its products. The set of relevant indicators necessarily includes indicators that determine the value of the company for customers (everything that ensures customer loyalty). It should be noted that identifying the main criteria for the value of an offer for a client or buyer is a very difficult task, requiring a thorough analysis of the client’s needs. For example, fast delivery and speed of response to an order received may be of value to the client, and accordingly, indicators characterizing the achievement of these goals may be order processing time and average delivery speed in hours.

Interviewing senior and middle managers using the following questionnaire can help in determining the strategic goals of the client component:

• What customer performance metrics do we need to excel at to achieve our desired financial metrics?
• How can you increase your market share?
• How to retain old clients?
• How to acquire new clients?
• Is it possible to satisfy the consumer?
• Profitability of transactions with clients.
• Which of the following factors will play a significant role for the company's customers: properties of products/services: price, quality, lead time or delivery; functionality; customer relations: services, relationship intimacy; image, brand?
• What is the best strategy for working with clients: product leadership, improving customer relationships, effective execution?
• How will your products/services differ from competitors?

The third level is a component of internal business processes. Indicators at this level are largely determined by the client area. This perspective identifies the key internal processes in which the organization must outperform its competitors in order to achieve the objective expressed in the competitive proposal. The projection of internal processes should not be strictly tied to existing structural units in the company (for example, the marketing department, finance department or distribution department), rather it should indicate how to organize the interaction of various departments in order to implement the strategy. Examples of such goals:

• minimize product production cycle time;
• minimize inventory levels;
• reduce the number of equipment reconfigurations;
• ensure high quality in everything;
• minimize product returns;
• reduce the development time for new products.

The internal business processes component identifies the main operations that need to be improved and developed in order to strengthen competitive advantages. Its indicators characterize the processes that make the main contribution to achieving the intended financial results and customer satisfaction.

In order to determine the company’s strategic goals in the business process component, you can ask the following questions:

• What internal processes must we excel at to satisfy our customers?
• How can you use the synergies between departments?
• Which of the following processes are the most significant for the company: customer knowledge (improving the process of managing customer relationships; efficiency of operations and logistics; product leadership, speed of introducing new products to the market, product novelty?

At the core of the overall strategy is a development, learning and growth component. This projection defines the main elements of corporate culture, technology and skills that are very important for the organization to optimally execute the target state of internal processes, and therefore strategy. An example of such goals:

• to form highly qualified personnel;
• minimize staff turnover.

The development perspective defines the infrastructure that an organization must build to ensure its growth and development in the long term. It is quite natural that ensuring long-term success and prosperity is hardly possible only with the help of technologies used at the moment. The growth and development of an organization is determined by three main factors: human resources, information systems and organizational procedures. To ensure its long-term presence in the market, a business must invest in employee development, information technology, systems and procedures.

Other indicators of the learning and growth component may include:

• employee satisfaction;
• staff retention;
• skills and qualifications of employees;
• the ability to instantly obtain information necessary for making management decisions;
• putting forward initiatives;
• efficiency of the information system.

When choosing strategic goals for this component, we try to cover the following issues:

• What needs to be done to develop internal resources to succeed in business processes?
• What strategic competencies should the company develop?
• What strategic technologies are you going to create?
• How to create a climate in the team that will contribute to strategic changes in the company?
• How to achieve employee satisfaction?
• How to retain your staff?
• How can you improve productivity?
• What skills should we develop to achieve our strategic goals?
• How to improve knowledge sharing and management?
• What changes in infrastructure will help achieve strategic objectives?
• What new applications and systems need to be developed and implemented to achieve strategic goals?
• How to ensure that all employees understand the strategy?
• How to change an organization so that it develops in accordance with strategic goals?
• How to increase employee motivation?

FEDERAL EDUCATION AGENCY

STATE EDUCATIONAL INSTITUTION

HIGHER PROFESSIONAL EDUCATION

CHELYABINSK STATE UNIVERSITY

Center for Correspondence and Distance Education

Test

in the discipline "Introduction to the specialty "GMU"

Chelyabinsk 2009

Tasks

Exercise 1.

Ninety years ago, Henri Fayol wrote: “A manager must be a leader, lead his subordinates by force of example, instill in them enthusiasm and inspire them to achieve the overall goals of the organization. Broad knowledge of the matter and a broad vision of what is happening are necessary. A manager is an amazing combination of intellectual power and emotional impact."

What has changed in 90 years?

With the development of a market economy, in particular in our country, the terms “management”, “manager” quickly and firmly entered our lives and our vocabulary, replacing such terms as “management”, “managerial activity”, “leader”, "director". Although all these words are synonymous with respect to each other, the term management has a broader meaning. In general, "management" is the influence of the control system (the subject of control) on the managed system (the object of control) in order to transfer the managed system into required state In particular, the manager acts as the subject of management.

In addition, a good manager must be an organizer, a friend, a teacher, an expert in setting tasks, a leader, and a person who knows how to listen to others, and that’s just for starters. He must know perfectly his direct subordinates, their abilities and capabilities to perform the specific work assigned to them.

Thus, Henri Fayol’s definition of a manager is still relevant, the general meaning remains the same, and Fayol’s theories are still taken as a basis in the process of learning management.

Task 2.

Professional and personal model of a manager.

Exercise.

1. Describe the scheme.

2. What do you mean by "effective manager"?

Give examples from the practice of Russian management.

Each person has knowledge of a certain level and some personal abilities. In the process of learning management, a person gains skills in analyzing organization and motivation, while he improves his personal culture and develops his abilities. As a result, he may make a good manager.

A manager who conducts management activities and strives to make a career develops will, ethics, leadership qualities and character, as well as the ability to see situations, ensure the achievement of goals, and carries out constant self-management, ultimately becoming an effective manager.

Effective manager - This is a leader who works only in a positive manner for the organization. He can tune the entire team to the desired wavelength in order to get maximum results. He is also able to develop the initiative of subordinates, giving them the opportunity to fully realize their position and abilities, at the cost of occasional mistakes, the severity of which can be significantly reduced with proper supervision. It is precisely this kind of control that is required from an effective manager, since he must only organize the work correctly.

Task 3.

Find the following definitions of the following concepts in various reference books, dictionaries, textbooks: power, influence, delegation, democratic management style, information, competition, communication, liberal management style, leader, marketing, management, mission, motivation, organization, authority, incentive, style leadership, management.

Power - this is the right and opportunity to dispose of someone or something, to subordinate it to one’s will. In its form, power can be from total (almost complete suppression of freedom) to liberal (partially restricting freedom).

Influence - an effect exerted by someone (something) on ​​someone (something), influence

Liberal management style - soft leadership that does not constrain the actions and initiative of subordinates, providing them with the opportunity to show independence and reveal their creative potential; based on respect for managed personnel and people.

Leader - head, leader of a political party, socio-political organization or any group of people in general; a person who enjoys authority and influence in a group.

Marketing - a system for organizing economic activities based on the study of market demand, sales opportunities for products, and sales of services.

Management - management of socio-economic systems.

Mission - the role that an organization assigns to itself in society (or an individual sets for himself).

Authority - rights and responsibilities officially granted to an official in a certain field of activity.

Stimulus - motivating reason, push; interest in doing something.

Leadership style - generalized types of leader behavior in relations with subordinates in the process of achieving set goals.

Management - a function of organized systems of various natures (biological, social, technical), ensuring the preservation of their specific structure, maintenance of the mode of activity, and the implementation of their programs and goals.

Task 4.

Round table "I'll give you advice."

Natasha returned to work after a break due to childcare. After three years of absence, she feels insecure, although she was a capable and qualified worker. What advice would you give her?

Natasha needs to start by studying new instructions, regulatory documents that have been published over the past time, master computer programs in her area of ​​​​work, do not hesitate to ask for help from colleagues at work, after completing the first independent task, confidence in her abilities will appear.

Task 5.

List the factors influencing the efficient operation of a shoe (garment, confectionery) factory in the city. Which of the following factors can be classified as factors of the near (distant) environment?

Factors influencing effective performance sewing factories
Internal factors	External factors
Professional level of workers	Quality of purchased raw materials
Quality control of finished products	Reliability of supply
Availability of modern equipment	Competition in the sales market
Cost of production	Creditors
Use of modern technologies	Economic and financial stability in the country
Advertising costs	Tax law
Depreciation of equipment

Task 6.

Find definitions of the following concepts in various dictionaries, reference books, textbooks: consortium, holding, corporation, concern, open joint-stock company, closed joint-stock company, limited liability company .

Consortium - temporary contractual association of firms or firms and governments of countries for the implementation of specific economic projects; an agreement between banks or industrial companies to jointly conduct financial transactions.

Holding - a corporation or joint stock company that manages or controls the activities of one or more legally separate companies through a controlling interest in controlled entities that it owns. In this case, a controlling stake is understood as any form of participation in the capital of an enterprise, which provides the unconditional right to make or reject certain decisions at the general meeting of its participants (shareholders, shareholders) and in its management bodies.

Corporation - a legal entity that, being an association of individuals, is independent of them (that is, self-governing).

Concern - a form of association of industrial, trade, transport enterprises, financial and research institutions, characterized by unity of ownership and control, the presence of technological and production links between participating enterprises, and less diversification.

Open Joint Stock Company - According to the legislation of the Russian Federation, an association of several citizens and (or) legal entities for joint economic activities, shareholders are responsible for the obligations of the company within the limits of their contribution (the package of shares owned by them).

Closed joint stock company - according to the legislation of the Russian Federation, an association of citizens and (or) legal entities for joint economic activities. The authorized capital is formed only from the shares of the founders. All participants are liable for the obligations of the company within the limits of their contributions to its authorized capital.

Limited Liability Company - according to the civil legislation of the Russian Federation, a company established by one or several persons, the authorized capital of which is divided into shares determined by the constituent documents. Participants are not liable for its obligations and bear the risk of losses associated with the activities of the company, within the limits of the value of their contributions. One of the organizational and legal forms of a legal entity.

Exercise 7.

Training task on municipal economics.

manager fayol management solution

The youth policy department of the Leninsky district of the city of Chelyabinsk submitted for approval to the city's Youth Affairs Department a work plan for the current year, consisting of a list of ongoing activities, requiring funding and the appointment of those responsible for the implementation of each item of the plan. Why didn't the Department approve the plan?

Perhaps the reason was that the drawn up plan provides for volumes of funding for activities that are significantly larger than were included in the budget for the current year.

Task 8 .

Model a specific management situation that requires a specialist in state and municipal management to make a decision (single or collegial).

The state organization is holding a competition to fill a vacant position in the state civil service (senior specialist, 2nd category).

The head of the organization created a commission of 6 people to conduct the competition. The commission includes two independent experts (specialists from third-party organizations). During the competition, it turned out that one of the commission members (an independent expert) is a relative of one of the applicants for the vacant position, i.e. A situation arises in which the personal interest of a member of the competition commission affects or may affect the objective decision on the winner of the competition for a vacant position (conflict of interest).

What measures should the head of the competition commission take to prevent or resolve conflicts of interest?

Exercise 9 .

Choose the correct answer in your opinion.

1. The criterion for the development of society is not:

1) level of development of science;

2) the degree to which the individual satisfies his needs;

3) religious preferences of society;

4) the state of the economy.

2. Consumption depends on:

1) laws in force in the state;

2) tastes and preferences of consumers;

3) level of production development;

4) forms of ownership.

3. The list of state income and expenses is called:

1) by law;

2) directive;

3) by decree;

4) budget.

4. Social protection measures include:

1) anti-inflationary regulation;

2) state tax system;

3) antimonopoly policy;

4) indexation of income of the population.

5. The economic development of the country is determined by:

1) its budget;

2) GDP

3) expenses for education;

4) the number of enterprises.

6. The division of society into groups is called:

1) social movement;

2) social differentiation;

3) social adaptation;

4) social behavior.

7. Tolerance is:

1) tolerance for other people's opinions, other people's beliefs;

2) hostile attitude towards other peoples;

3) exaltation of the virtues of one’s nation;

1) level of education of the person;

2) the degree of influence of the individual in society;

3) level of professional training;

4) presence of talent.

9. State guaranteeing social human rights,

called:

1) legal;

2) democratic;

3) highly developed;

4) social.

10. A person’s adaptation to the social environment is called:

1) social degradation;

2) social adaptation;

3) social development;

4) social behavior.

11. Politics is an activity related to:

1) with culture;

2) with power;

3) with production;

4) with morals.

12. The policy is carried out by:

1) state;

2) associations of citizens;

3) authorities;

4) individuals.

13. Power rests on:

2) for strength;

3) to the right ;

4) to all of the above .

14. The bearer of the policy is not:

1) an individual;

2) sport Club;

3) party;

4) state.

15. The policy pursued by the state in relation to a separate territory is called:

1) internal;

2) promising;

3) social;

4) regional.

16. The word "bureaucracy" is translated as:

1) power of the people;

2) power of the table;

3) power of the elite;

4) anarchy.

17. The division of power into executive, legislative and judicial is carried out for:

1) management improvements;

2) concentration of power in one hand;

3) implementation of mutual control;

4) building a new society.

18. A sign of a state is not:

1) the presence of a control apparatus;

2) the presence of boundaries;

3) legal system;

4) National composition.

19. The functions of the state do not include;

1) political management;

2) border protection;

3) control over personal life;

4) development of culture.

20. Is it true that the state should:

A. Smooth out conflicts in society.

B. Support only the ruling elite.

Possible answers:

1) Only A is true;

2) only B is true;

3) A and B are correct;

4) both are correct.

A manager's professional resources include accumulated experience in practical management activities and special knowledge.

A manager's psychological resources include his style of business behavior and way of thinking. The source of this resource is the personality itself, given by the structure of basic components, including abilities, temperament, character, volitional qualities, emotions and motivation.