General goals that determine the main direction of production development imply an appropriate style of management and decision-making throughout life path companies. But this is far from enough to manage companies. It needs to set more specific and specific tasks for all divisions and departments. First of all, it is necessary to develop goals for a period of 3 to 5 years. These goals are called long-term goals. They are designed for the company as a whole and its structural units. In addition, they provide the basis for organization-wide coordination and a benchmark for determining the degree of success of the company's actions.

In addition, the manager also develops specific short term goals, which provide for immediate actions (for 1 year or less). They must, however, be strictly subordinated to the idea of ​​long-term goals. There are eight main areas of goal development. We will talk about them later.

Survival and growth. These concepts are among the most important for any organization. They are reflected in the strategic plan. The manager enters into it such indicators as sales volume, sales growth rate, demand data, etc. Moreover, special attention is paid to growth indicators.

From time to time, companies set out to find the key element that links goals to survival and growth. Growth-oriented organizations never pay enough attention to the goal of meeting customer needs, at least in the first 5 years of their existence. The introduction of new capacities, reducing the company's dependence on suppliers, and abandoning unprofitable production lines are examples of achieving the goals of survival and growth.

Profitability. The ability of any company to develop from a sufficient level of profitability. A well-oriented business necessarily has in its plan sections characterizing sources of profit, such as profit from the sale of assets, interest on securities other companies, revenue from sales of products, revenue from equity participation in other industries.

Resource allocation and risks. Another example of the goals of a business organization can be goals related to the allocation of resources and the prediction of possible risks that arise during the period of the organization's emergence. Goals related to the payment of dividends to shareholders can be classified under the “Allocation of Resources” section.

Production productivity. One of the tasks of a manager of any company is to take care of increasing the level of productivity. And in conditions of growing competition, this task actually comes to the fore. Productivity is the number of products produced or sold per unit of money spent or the number of services provided also per unit of money spent.

Examples include occupancy percentage for a hotel, table occupancy percentage for a restaurant, number of goods sold per unit of cost, or revenue per person. Productivity goals can be set in monetary, physical, or percentage terms. For example, a transportation company might set goals to reduce costs per flight.

Having these types of goals in the firm's plan is an additional point in favor of the manager and will ultimately have a positive impact on profitability.

Competitive position. The most sensitive indicator of a firm's success or failure is its industry market share or its competitive position. Managers typically measure market share by:

1) by the number of goods sold (as a percentage of the industry total);

2) by the number of consumers buying goods from a given company (relative to the total number of consumers. This indicator is most often used when consumers are companies);

3) by geographic scope (relative to the total territory).

When setting goals, market share is usually expressed as a percentage of sales. For example, Pepsi aims to be the largest soft drink manufacturer and reach 25% of the market, i.e. to ensure that the amount of products sold by this company would be 25% of the total products of this industry.

Improving the qualifications of employees and relations with the team. Employees in any job always appreciate the ample opportunities for professional growth provided to them. Companies with a flexible management system pay special attention to this issue when setting goals. Ultimately, the company receives enormous returns (increased productivity, reduced staff turnover) from any activities that allow employees to realize creative potential and make a career.

Good relationships with the team on the part of management can be maintained by paying attention to the interests of workers in both long-term and short-term plans. Such actions strengthen employees' confidence in the manager's interest in supporting their well-being. Goals of this kind may include the adoption of programs to strengthen workplace safety, various types of incentives for fulfilling established standards or achieving a set goal, involving employees in the management process, etc.

Technological activities. The manager must almost constantly decide whether it is worth carrying out technical re-equipment in a given month (year) or whether production will be effective on the existing technological base.

Some companies, when setting goals, pay great attention to the technical perfection of their equipment. Others deliberately choose a position of moderate improvement of technology, preferring drastic reconstruction only in a situation where the market and competition require it. Both of these approaches can be equally successful. In a specific situation, everything will depend on the skillful construction of short-term goals related to technological research and equipment upgrading.

Responsibility to society. Every successful company, at a certain stage of its development, becomes a kind of social institution that assumes certain responsibilities to consumers and society as a whole. And in such a company, the manager, when setting goals, will take into account all the local, national and international features of the environment. Examples include participation in charitable and educational programs, special work with members of social minorities, public services, political activity and contribution to overall economic development.

When a manager decides which areas the goals should cover, he should not limit himself to one area, but direct them to several at once, as suggested in the previous section. Regardless of the specific area for which a manager sets a goal, the following tips will be very useful.

1. Convince that goals affect the top of the organization. If senior management does not have clear goals, lower levels of the organization become directionless, and people at those levels may assume that goal setting itself is not important.

2. Provide a clear statement of the organization's mission and ensure that all members of the organization are familiar with it. Subordinates often have little understanding of it, and this leads to the fact that the mission, which gives meaning and meaning to the work, becomes secondary. Managers must systematically remind people of the organization's key goals by asking, “Why are we working? What is the purpose of this organization? What does she focus her attention on?

3. Make sure that every person, work group or unit in the organization has at least one clear, understandable, regularly monitored goal.

4. Don't assign more than 6-9 goals to anyone at once. Overload of subordinates too big amount goals disperses their efforts and undermines their effectiveness.

Principles of Goals

Knowing what areas goals should cover and what qualities effective goals have is important, but setting a good goal alone does not help a manager improve the management of the organization. If you want to reap the full benefits that an effective goal can offer, every manager's approach to goal setting must include five basic principles for using these goals.

1. Discussion of goals

Goals are much more effective when the subordinates who are responsible for achieving them are involved in setting them. Goals are based on analysis, assumptions, assumptions and intuition about future events. The goals themselves, their level, time frame, etc. is a subject of controversy and difference of opinion. Involving subordinates in the process of discussing goals leads to an increase in their responsibility for their obligations, which opens up in this rather difficult situation positive sides for the manager.

At the individual level, participation in goal setting gives the individual an increased sense of responsibility for achieving that goal. At the group level, discussing methods and means of achieving goals, as well as deadlines, facilitates communication between interdependent departments in any organization. Ultimately, top-down discussions across all levels of management within an organization help ensure consistency in achieving overall, long-term, and short-term goals.

The benefits of discussing goals can be enhanced by two additional features: "signing" and reporting. In the "paper signing" method, managers and their subordinates who are involved in the goal-setting process sign or initial the end goals. This document is something like a contract that states what must be done, how it must be executed, and what resources are needed to achieve the desired result. Using this method usually promotes clearer goals and reduces ambiguity, mainly because a person will not subscribe to a goal or means to achieve it if it is ambiguous or unclear.

Regardless of whether there is a “paper signing” or not, managers must always have clear accountability when setting goals. This simply means clarifying who is responsible for achieving each goal.

2. Prioritization

The organization and the managers who lead these organizations set a huge number of different goals. Experienced managers identify priorities among all the goals they face. They focus their attention on goals in areas where results are critical. Instead of falling into the trap of “doing everything right,” they apply another principle: “do what’s right!” Research in this area has shown that the most effective managers are those who can prioritize among all their goals.

3. Provide regular feedback

Research has repeatedly shown that better performance results can be achieved when feedback is provided than when performance occurs on its own, without any supervision or control. We are a society of judges, and people want to know where they are in achieving their goals. This simple principle is often overlooked by managers who are content to set goals during the annual planning phase and not return to them the following year or the next period to test them from the beginning. When people are provided with regular feedback, they not only work harder to achieve their goals because they now have another motivating factor, but they also become more productive. The best way– break down the process of achieving a goal into stages and carry out “ feedback” (verbally or through routine reports) at each stage of achieving the goal.

4. Connection of goals with the reward system

The effectiveness of goal setting increases when goals are coupled with reward and review systems. A system that encourages the fulfillment of mutually established goals instills exclusive commitment to those goals. However, in addition to this, it is necessary to ensure the fairness of the incentive system.

The reward system should recognize the setting of effective goals, whether they are achieved or not.

Applying these five principles will increase your success in using goals as a management tool. Indeed, these principles underlie two management methods that are very popular in business circles today.

Applying the five principles for using goals as a management tool that we have just described can serve managers well. The following tips provide nine key ideas for translating these principles into action. We will talk about how a manager can set goals together with his subordinates.

1. Involve people who are responsible for achieving goals to participate in setting them.

2. Start setting goals with short outlines. Conduct a brainstorming session and only then begin to hone your goals.

3. Make sure that the goals reflect the real interests of the organization. Test each goal by asking the following question: “How does it relate to our purpose?”

4. Prioritize. Divide all goals into three groups: necessary, desirable and those that can wait. Do them accordingly.

5. Review progress toward goals regularly (at least quarterly).

6. Don't forget to link all subordinates' goals to the reward system.

7. Avoid “active” goals. Goals should describe the results to be achieved, not what needs to be done.

8. Make sure that the means used to achieve the goal do not become the goal in themselves.

9. Setting an effective goal becomes easier the more often you do it.

In this article we will look at the main types of goals and also find out what are the goals

I conduct some kind of research almost every day, interviewing people in in public places or in in social networks. And you know, today I noticed a strange thing:

• 9 out of 10 people strongly believe that achieving success is achieved through goals;
• 8 out of 10 people have tried setting goals for themselves;
• 1 out of 10 people achieved their goal;
• None of the participants knew what types of goals existed;

And this is very sad, my friends. After all, goal setting, like any other discipline, has its own foundations and its own theory, which significantly facilitates the task in practice.

Let's take bodybuilding as an example:

Before an athlete begins to develop muscles, he needs to create a training program, select exercises and figure out how to do them correctly. All exercises are divided into groups for each muscle. However, there are exercises that work several muscles at once. It is possible to achieve significant results only when all groups of exercises are done together and constantly. Do you agree that hardly anyone will appreciate a bodybuilder whose only biceps and calves are pumped up?

Now let’s see how this relates to goal setting:

Before you reach life success, you need to decide on your life goal, create small subgoals and figure out exactly how to implement them. Moreover, all goals are divided into several types, each of which improves one or another area of ​​life. However, there are goals that improve several areas at once. However, to achieve life goal is possible only when all areas are developed as fully as possible. Do you agree that hardly anyone will appreciate a person who has good health, but no money or family?

Much of what is described above will be discussed in subsequent articles, so do not forget to subscribe to updates. You can do this either by filling out the form at the end of the post. Today we will consider only types of goals. For example, I already wrote about that.

So, what are the goals? I have identified several types of goals:

• Long term goals;
• Short term goals;
• Advanced goals;
• Lightweight targets;
• Deliberately impossible goals;
• Goals that do not depend on us;

Now let's take a closer look at each variety.

Long term goals

Goals that require a large amount of time to complete. As a rule, goals are considered long-term if their implementation period exceeds 6 months. Long-term goals are mainly aimed at achieving a significant result. This type of goal requires particularly careful thought, since planning on a long-term basis is quite difficult. In addition, the executor of the goal requires great willpower, since the result does not appear late. Perfect option for those who want a lot and know how to wait.

Short term goals

Short-term goals are goals that take less than 6 months to complete. They are usually used to break close-up into smaller components. These goals allow you to see results in a short period of time, increasing the motivation of the performer. This type of goal is used most often, as it does not require much effort. I myself prefer this type of goals when solving any problems.

Advanced Goals

This type of goal is most often set by people who like to overcome any obstacles or want to achieve significant results in a short period of time. The performer is required to have the maximum of his spiritual and physical resources. However, the result is worth it. My favorite type of goals.

Light targets

Lightweight goals are used either by lazy people or by people who do not have time to pursue this goal. Easy goals are not important. Typically, these are tasks that can improve something secondary. However, I also often use this variety.

Obviously impossible goals

Why go far - “I’ll get a star from the sky.” This is purely physically impossible, since the star is located many millions of light years away, weighs incredibly much and has its own orbit. However, in pursuit of this goal, a person can significantly improve one of his areas. For example, become an astronaut.

Goals that are beyond our control

For example: coach and student. The coach’s goal is to ensure that the student takes first place at the All-Russian Championship. However, no matter how hard the coach tries, the decisive role will still depend on the student.

Each type of goal requires a special approach and method of implementation. That is why it is very important at first to decide exactly what goal you have set for yourself. In the future, this will make the task much easier, since you will know approximately what methods to perform it. We will talk about this in the following articles.

Of course, you don’t have to bother with this, but do you remember how many people, according to statistics, fulfill their goals?

I hope you found out what are the goals And types of goals

Page
2

Long term goals- clear, simple, commensurate provisions containing a description of the results that the company seeks to achieve over a period of up to 5 years. When an analysis of long-term goals and a strategic plan has been carried out, the personnel working in the company draw up for themselves general idea about the direction in which production will develop. But the process of developing a plan does not end there. Next, you need to decide what exactly the company will do this year.

Short-term goals - play an additional role in the process of setting goals and drawing up a plan. These objectives define what needs to be done immediately to establish alignment between short-term results and long-term prospects, and provide a basis for monitoring and control of implementation. strategic decisions, adopted earlier in the planning process by company managers.

Thus, the final phase of planning, in which the goals, again, play significant role, require the manager to identify specific, short-term tasks that represent an intermediate stage in the strategic plan, as well as to draw up plans for individual parts of his organization. It is clear that goals play an important role in planning. They emphasize what each employee should know specifically. Moreover, the presence of goals at the most different levels production creates a hierarchy of goals that correlates with the relevant elements of the organization’s structure and different phases planning process. Goals create the basis for the plan, on the one hand, and are a guide to action for management, on the other.

For many, the planning process seems abstract or simply not worthy of attention at all, since everything that takes place in the plan is probable and may not take place in reality. But when the goal comes into focus, everything described in the plan takes on a clear meaning, in particular, what will be done, when and by whom. In this case, goals perform a central, organizing function, making the planning process real and significant. For goals to fully serve this function, they must be clear and have the potential to be effective. Setting effective goals requires knowledge of certain issues. Firstly, the manager must know what the main points should be taken into account in his plan . Secondly, he must know the main elements that increase the value and effectiveness of the goals set. AND, Thirdly, you need to remember five basic principles for setting and achieving goals. These three aspects will be discussed in detail below. The first of them addresses the question of: What are the main points that should be taken into account in the plan?

Common goals

To manage the efforts and actions of the organization as a whole, each manager must have an understanding of the overall goals related to the fundamental reasons for the formation of the company.

We have already briefly mentioned three main elements that must be contained in the goal in order for it to be effective, these are the overall task, meaning, mission of the company.

Organizational goals. The goals of an organization can be defined as the main reason for its existence. This definition usually arises from the context of the specific situation in which the firm operates. The main goal of large organizations such as IBM and McDonald's is to maintain profitability high level. Higher educational establishments exist for the purpose of development scientific research and training of highly intelligent young people. The government fulfills the goals of ensuring national security, internal order and social protection. The purpose of the hospital is to restore people's health.

In setting a general goal that reflects the main reason for creating the company, the manager usually focuses on his chosen circle of stakeholders for whom the business was created. As a rule, these include consumers, employees, public organizations within the company and the owners of the company. The main economic categories that are mentioned in the goals are survival in existing conditions and increased profitability.

While organizational goals carry a very large semantic load, they are still not a central element in the system of general goals. Therefore, it is worth moving on to the next type of goals, which focuses attention on the directions in which the company will make efforts. special efforts. This type of goal was called the mission of the organization above.

Mission of the organization- this is an element of a common goal that distinguishes a given organization from others and indicates the scale of its activities, type of product and type of market. A well-developed firm's mission statement must be clearly and consistently related to the structure and specific goals of the organization. As proposed courses of action are formed in accordance with organizational goals, the manager chooses the path by which these goals will be achieved. This path is the mission.

Experienced managers typically focus on three main elements when developing a mission statement:

1. The main product (service) produced by the company.

2. The main market for the sale of goods (services).

3. Technological production system.

Each of these three elements is irreplaceable, since only their combination constitutes full picture activities of the company.

The meaning (image) of the organization. IN Lately Managers of various companies quite often have to carry out special work with their employees to explain the significance of this production and its benefits for society as a whole. Organizational meaning is a philosophical and ethical category that is externally and internally consistent with the goals and mission of the company. In the process of confirming the importance of their production, the company's main managers try to introduce as many people as possible wide circle consumers with their products. At the same time, similar work is carried out within the organization, only in this case the significance of the company is explained through its goals.

Leaders often view the value of their organization as part of their purpose and mission.

To increase the public image of a company, there are three simplest recommendations.

1. Every employee should feel the importance of what he does.

2. The manager must consider the reaction of society, which will confirm or refute management's opinion about how important the contribution is to social production the company contributes.

3. All actions of managers should be oriented towards increasing the role of the company in social work and public programs.

Long-term and short-term goals

General goals that determine the main direction of production development imply an appropriate style of management and decision-making throughout the life of the company. But this is far from enough to manage companies. It needs to set more specific and specific tasks for all divisions and departments. First of all, it is necessary to develop goals for a period of up to 5 years. These goals are called long-term goals. They are designed for the company as a whole and its structural units. In addition, they provide the basis for organization-wide coordination and a benchmark for determining the degree of success of the company's actions.

Life success training Teske Oksana

What is a goal? Types of goals (long-term, short-term)

The goal is your dreams, hopes, desires, aspirations. This is what makes your eyes light up, gives you energy, joy and meaning in today, and makes your heart beat faster.

Rule 6

A dream differs from a goal only in that it has specific deadlines.

We will consider the goals from simple to complex. So, in the life of every woman there are everyday things: going to the store, cooking lunch, checking on the children’s homework, etc. - these are short-term goals (for the day). There are goals that are scheduled for the week, for example, going to the theater on Saturday, attending a meeting on Friday. It’s easy to plan your activities for the day and week; every day that’s all we do when we go to bed: we start thinking about how we won’t forget to do this and that tomorrow.

So, what are the urgency goals:

Short-term goals - up to one year.

Medium-term goals - up to five years.

Long-term goals - up to ten years.

It’s more difficult to plan your life for a year, but what about planning for five or even ten years in advance!

We assume that some of you are indignant, citing the fact that now is not the time and it is generally impossible to plan for five years, when nothing in life depends on you: the economy is unstable, the time is not right, God knows what is happening in the world, and so on. , and the like...(add it yourself).

Time Always not what is needed. Life is generally an unpredictable thing. Right now (or in an hour) a brick could fall on your head and it would all be over. You can go back to what we talked about in the first chapter, that “I wish I had her ingenuity, and this one would have something to occupy her mind with, her legs, her dad...”. We also don’t like some laws of nature, but we have to take them into account. You only have what you have, and this is a great launching pad for developing and moving towards your goals.

We will talk about your doubts later; a separate topic will be devoted to this.

But you will not deny the fact that in our time and in our state there are successful women?

Well, they were lucky, we agree, they ended up where they needed to be. How did they end up there? Why weren’t they lying on the couch and watching TV at that time?

Three birds were sitting on a branch.

Two of them decided to fly away. How many birds are left on the branch?

Answer: three.

Moral: decision does not mean action.

The hardest thing is to start taking action. Reading a book is not enough; the material will remain in your memory in the form of bricks, which over time will become covered with dust and then turn into decay.

There are many theoretically savvy people in the world. They can talk a lot and correctly about success, read books like this, talk about worthy goals and their achievement, but these are only words that remain a theory.

Let's not be original when we say:

Rule 7

A rolling stone gathers no moss.

So let's return to our goals.

2. Long-term friendly relationships In cases belonging to this group, the relationship initially develops as exclusively friendly: it acquires a sexual nature much later. Relationships are based on mutual attraction, and there is always a presence in them.