The concept of the goals of the organization and their role in management. Target orientation of management decisions
Target– this is an ideal, mental anticipation of the result of an activity. In cybernetics, a goal denotes either the desired state of a system or one achieved through feedback.
The situation in which decisions are made is characterized by the presence of a goal. If the goal is not set, then there is no need to make any decision. The main meaning of the activity production systems is to achieve a goal in the future, i.e. desired state. The decision-making process is aimed at achieving the goal of the control object, which is represented in the form of a trajectory of movement of the control object towards the achieved goal.
A purposeful change in the set of values of indicators that describe the state of a control object in time and space is usually called (according to the methodology systematic approach) functioning of the system.
Thus, the role of a management decision is, firstly, to change the state of the system in the direction of achieving the goal; secondly, it can come down to changing the goal itself if it was set incorrectly in a timely manner and all actions (alternatives) do not lead to its achievement 127].
The main characteristics of the goal are: forecast of system development, ambiguity, uncertainty. Based on their predictive nature, goals are divided into short-, medium- and long-term. Accordingly, decisions are classified into strategic (aimed at achieving long-term goals) and tactical (achieving short- and medium-term goals).
The ambiguity of goal setting is embodied in the construction of a tree of goals, which allows you to link the overall goal with the goals of the departments and their tasks, i.e. establish a hierarchy of goals leading to the achievement of the main goal.
Goal tree is a structured, hierarchical (distributed by levels, ranked) set of goals economic system, program, plan, which highlights: the general goal (top of the tree); subgoals of the first, second and subsequent levels (tree branches) subordinate to it. The name “goal tree” is due to the fact that the schematically presented set of goals distributed across levels resembles an inverted tree in appearance.
The tree of goals, built on the principle of decomposition of goals in time and space, is a hierarchical system of tasks, the solution of which leads to the achievement of the goal. The organization of coordination of departmental goals can be represented by the diagram shown in Fig. 2.1. Development goals of departments must be related to the main goal. The goal tree is compatible with the decision-making process. In Fig. 2.1 A is the deviation of the indicators of a specific situation from a given goal. If the deviation exceeds normative meaning, then this is the point of making a management decision.
Rice. 2.1. Hierarchy of goals and decision-making tasks
Definition of goals is characteristic of short-term goals and tactical decisions and is manifested in the establishment of specific criteria for the control object.
More distant goals are formulated in more general form, are a general guideline when choosing short-term goals and strategies for achieving them.
Based on the number of established criteria, goals are distinguished: simple (one criterion, for example, maximizing profit) and multiple (many criteria, for example, maximizing profit and turnover while maintaining a minimum number of jobs).
In addition, goals and levels of their achievement are measured: quantitatively - with a numerical indicator, qualitatively - using preference ratings (for example, good, satisfactory, bad, nominal - goal achieved or not achieved).
If, when setting a goal, one simple main goal is put forward, then it is set in the form of an extremum. The optimal solution in this case will be an alternative that leads to maximizing the level of achievement of an extreme goal while complying with established restrictions or additional goals. Achievement of an absolute or relative optimum can be verified using calculations on analytical models, in particular mathematical programming.
If, when setting a goal, many key goals are put forward, then problems do not arise as long as the key goals are formulated as extremes and there is no competition between goals. In this case the best solution is an alternative that provides a greater degree of achievement of target indicators under given restrictions.
If the goals are competing and, moreover, given in the form of extrema, then you need to check which of the available set of alternatives should be used in order to obtain a comparatively better or compromise solution that satisfies management. Moreover, situations are possible when alternatives are chosen from an infinite set or from a specific finite set alternative solutions. Quantitatively expressed goals allow the use of analytical models to determine the results of their implementation.
The results of achieving quantitatively and qualitatively measured goals can be specified in the form of an extreme assessment (optimum, maximum or minimum result), or in the form of some sufficient (satisfactory) limit (achieving a satisfactory level of result), or in the form of a nominal assessment, i.e. as achievement or failure to achieve some satisfactory level.
In planning practice, we most often encounter goals that are poorly quantifiable or not at all quantifiable. In many cases, they try to find the optimal solution based on setting an extreme goal as the main one, for example, with given resources they want to achieve maximum profit or a certain profit with minimal resources.
Qualitatively expressed goals and the degree of their achievement should be characterized only verbally. In this case, we can only talk about achieving or not achieving the goal (memorial dimension), which most often refers to mandatory goals-conditions.
If the main goal is specified qualitatively in the form of preferred assessments, then there are several alternatives for achieving it. In this case, the search for the only optimal solution possible only through changing the level of achievement main goal, which ultimately corresponds to the formulation of an extreme goal, or through changing restrictions (additional goals).
Formulation of the problem with the disclosure and establishment of significant goals or target criteria (Z j ) also called requirements. In this case, first of all, it is necessary to highlight the goals-conditions that must be fulfilled, for example, the use of existing transport routes, compliance with existing legislative norms, decision maker's consent. For other goals, weighting coefficients are set (coefficients of importance of goals - q j ). If the goal can be decomposed into separate subgoals, then the sum of the weighting coefficients of the subgoals should be equal to 1.
To bring them into a comparable form, quantitatively and qualitatively expressed goals require some transformation and taking into account subjectively established weighting coefficients that depend on the preferences of the decision maker. If alternatives are assessed by their effects on achieving quantitative and qualitative goals, then the quantified effects should be translated into a qualitative rating scale to achieve comparability of results (for example, when assessing the goals of profit and ensuring the independence of the enterprise). Transformation of all indicators of the effect of achieving goals on a qualitative assessment scale may also be required if quantitatively measured goals and effects are expressed in different units (for example, profit - in cost units, and capacity or the degree of their utilization - in time units or percentages).
Using a qualitative rating scale, the effects of achieving goals can be summarized only if all cost indicators are expressed qualitatively (for example, in points: good = 3, satisfactory = 2, bad = 1). True, in this case they again come to quantitative, or more precisely, quasi-quantitative, calculations.
When setting several goals, after converting the quantitative indicators of the degree of achievement of the goals into scores, it is necessary to multiply the corresponding score of the degree of achievement of the goal and the weighting coefficient (relative importance coefficient) (Wijqj definition). The overall effect of each alternative is calculated by summing the resulting weighted indicators of the degree of goal achievement.
A rational decision can be made if there are ideas about the goal with the help of which the evaluated alternatives of action can be compared with each other in terms of their consequences. Similar ideas about the goal should be reflected (more or less accurately) when forming a decision-making model. Only the formulation of the objective function makes it possible to evaluate alternatives. Under target function refers to the formal or mental representation of a decision rule. It is characterized by: the number of quantities that the decision maker is guided by (the area of definition of the objective function); preference function matching alternatives A and preference estimates F( A a) and characterizing the method of assessing certain results or probability distributions, as well as an optimization criterion that determines the desired value of the preference assessment (its maximization or a certain level of requests).
If the L PR is aware of the condition external environment and focuses exclusively on one goal indicator – Z, the formulation of the preference function is as follows;
Φ(A A ) = Ζ α .
Value of preference for action alternatives A a is equal to the corresponding value of the goal indicator Ζ, maximizing the value of preference Ф( A a) is equivalent to maximizing the target value.
The decision maker's ideas about preferences can theoretically be taken into account in the decision-making scheme by formulating a utility function that associates the results of alternatives with certain utility indicators. If we denote the goal indicators as Ζ1, Ζ2,..., Ζ z , then the preference function will look like
F( A a) = U(E a ) = U(Z 1a , Ζ 2a, ..., Ζ za ).
In the special case of complete independence of the utilities of individual goals, the function can be estimated relatively simply. How much will the utility value increase? U when the values of the target indicators increase Z z (z = 1, 2, ..., Z), is determined in this case regardless of the effects on other goals. The utility function in this case represents the sum (is additional):
In the general case, there is a relationship between the utility of at least some of the goals, i.e. Evaluation of a goal depends on success in achieving other goals. Estimating utility dependencies raises complex problems in constructing accurate utility functions:
In particular, it is necessary to find replacement criteria that simplify the preference function [see formula (2.1)].
First of all, the goal principle in the activities of an organization arises because an organization is an association of people pursuing certain goals. People create organizations in order to solve their problems with their help. This means that from the very beginning, organizations have a specific goal orientation. People enter organizations in order to obtain a certain result for themselves. And it also gives the organization a certain goal orientation. Finally, people from the external environment (customers, the public, business partners, etc.), as well as those who are the owners of the organization or work in the organization, pursuing their own goals when interacting with the organization, give its existence a certain direction and thereby developing the target principle in the organization’s activities.
The main goal of the company’s activities (including tourism) is to reflect the interest of society ( potential client), due to which this company operates and develops.
Now the main goal of the company is no longer to maximize profits. Customer needs must be met to survive. The modern economy is called socially oriented. By defining its mission, a company determines its purpose for society.
Mission
There are broad and narrow understandings of mission. In the case of a broad understanding, the mission is considered as a statement of the philosophy and purpose, the meaning of the organization’s existence. An organization's philosophy defines the values, beliefs and principles by which the organization intends to carry out its activities. Purpose defines the activities that an organization intends to carry out and what type of organization it intends to be. The philosophy of an organization usually rarely changes. As for the second part of the mission, it may vary depending on the depth of changes that may take place in the organization and in the environment of its functioning.
In the case where there is a narrow understanding of the mission, it is considered as a formulated statement regarding what or for what reason the organization exists, i.e. mission is understood as a statement that reveals the meaning of the organization’s existence, in which the difference between this organization and similar ones is manifested. A correctly formulated mission, although it always has a general philosophical meaning, nevertheless, necessarily carries something that makes it unique in its kind, characterizing exactly the organization in which it was developed.
Business philosophy defines three main components:
1. Natural needs that exist are not such at all, but create benefits for society. In the mission, this component is reflected as a solution to a problem.
2. It is important not only the solution to the problem itself, but also the means to achieve the goal, i.e. actions. It wears distinctive character: ability to be competitive.
3. The next component is the result. The result is not just a solution to a problem, but has a qualitative characteristic. For example, comfortable conditions existence.
As a result, quite often the mission looks like a motto:
“Traveling with us is easy and safe!”
- “with us” reflects the action component, i.e. you need to contact this company
- “travel” is a problem
- “convenient and safe” - high-quality results
The company's mission is the public goal of the company's activities (the company's understanding of its role in the business system). The mission is the answer to the question of what the company's activities are and what it intends to do.
The mission statement emphasizes the main content and directions of the company’s activities, allows you to separate one company from others and give it its own distinctive features, direction of activity and path of development.
When forming a company mission, it is necessary to answer a number of key questions:
What are the company's core values?
What price level will they correspond to?
What level of quality will the products/services be produced?
What technologies will be used to meet the needs?
Who will be the consumer?
What needs will be met?
Consistently answering the questions posed, strategy developers must decide on the purpose of the company for the environment, society and its employees.
The final issue in creating a mission is to state the fundamental values that the company will adhere to. Core values include:
Business ethics, which involves honesty and openness in business relations(fulfillment of obligations, provision of truthful information, respect for legislative acts, etc.);
Maintaining and monitoring the quality of manufactured products (organization of quality standards that meet the requirements of selected target groups of buyers: consumer standard, service standard, etc.);
Attention to end consumers and intermediaries, expressed in the desire to fully satisfy their needs or possible claims;
Attention to society should be expressed primarily in the use of environmentally friendly technology that complies with existing environmental legislation;
Attention to employees is expressed in the creation of an atmosphere that would contribute to corporate cohesion, satisfaction from the work performed, and the emergence in employees of a feeling of fair and honest treatment of them. Employees must have the right to receive and use information and express their opinions.
Stakeholder groups
The goal principle in the activities of an organization arises as a reflection of the goals and interests of various groups of people, one way or another connected with the activities of the organization and involved in the process of its functioning. The main groups of people whose interests it reflects are those that influence the activities of the organization. Therefore, their goals must be taken into account when determining the purpose of the company.
The owners of the organization, who create, put into action and develop the organization in order to solve their life problems by appropriating the results of the organization’s activities;
Employees of the organization, who with their labor directly support the activities of the organization, the creation and sale of the product and the promotion of resources from outside, receive compensation from the organization for their work and make decisions with the help of
this compensation for your life problems;
Buyers of an organization's product, giving it their resources (most often money) in exchange for a product offered to them by the organization, and satisfying their needs with the help of this product;
Business partners of an organization who are in formal and informal business relations with it, who provide commercial and non-commercial services to the organization and receive similar services from the organization;
The local community, which is in interaction with the organization, has a multifaceted content, associated primarily with the formation of social and ecological environment organization's habitat;
Society as a whole, primarily represented by state institutions, interacting with the organization in the political, legal, economic and other spheres of the macroenvironment, receiving from the organization part of the wealth it creates to ensure social well-being and development, the fruits of which, along with other members of society, also enjoy organization.
The organization's mission, to a greater or lesser extent, should reflect the interests of all six of the above entities. The degree to which the interests of each of these six subjects are manifested in the mission fundamentally depends on the size of the organization, what business it is in, and where it is located.
Mission Definition
Defining a mission is one of the most complex tasks any business. The most consistent, powerful, and specific influence on an organization's mission, regardless of what the organization is, is the interests of owners, employees, and customers. Therefore, the mission of the organization must be formulated in such a way that it necessarily reflects a combination of the interests of the main three groups.
According to F. Kotler, the mission should be developed taking into account the following five factors:
1. history of the company, during which the philosophy of the company was developed, its profile and style of activity, place in the market, etc. were formed;
2. the existing style of behavior and mode of action of owners and management personnel;
3. the state of the organization’s environment;
4. the resources it can bring to bear to achieve its goals;
5. distinctive features that the organization has.
The company's mission should be maximally adapted to the market and based on what the company can do the best way; must be realistic and take into account the opinions and desires of those who determine the fate of the company.
A mission typically has three main features:
Focusing on a limited number of goals.
Determining the main directions of development and priorities of the company.
Determination of the main fields of competition.
In the entire strategic planning process, the mission is the most static. Ideally, it is developed only once, at the time the company enters the market, and determines the direction of its development.
At each level of management, the company's mission must be translated into specific strategic goals.
Example missions
Exist various options company missions. Among their main differences, regardless of the specifics of the companies, are: varying degrees detailed answers to the questions noted above. For visual illustration, below are examples of missions of various companies:
Missions of Ford, ABB, OTIS companies
Introducing people to cheap transport.
World leadership due to technological updating of products, guarantees
quality and constant attention to customers. ABB takes environmental issues into account and treats its employees fairly.
Our business is to move people horizontally and vertically over short distances and as long as our elevators work well, people don't notice them. Our
the task is to remain unnoticed.
A complex example of a mission statement - the missions of the companies Sportmaster, Procter & Gamble and Saturn Division
Sportmaster
The best products in the best stores,
We offer the widest selection of sporting goods, providing the most
high level of quality of goods and customer service,
Sportmaster is the leader of the Russian sports market, a fusion of advanced business technologies, the power of united finance, perfect infrastructure,
qualifications and experience,
Sportmaster is a voluntary association of independent companies based on
mutual benefit and unity of goals and methods of achieving them,
Our Group is international, with a base and the main focus of its interests
in Russia, with its representative offices in Ukraine and Belarus,
Sportmaster - dignity, decency, fulfillment of obligations
and following the principles of a civilized market in relationships with partners,
Our association is the basis of our common success and the success of each of the companies,
development and constant expansion, strengthening our position in the market, confidence in the future.
Procter & Gamble
Produce products highest quality and consumer value, which contributes to improving the living standards of people in different countries,
Creating an organization and working conditions that attract the best people,
ensuring the fullest development of their talents, free and inspired work for the benefit of the prosperity of the business, the preservation and development of the historical principles of an honest attitude to work and the correctness of actions,
The successful application of our principles will help us position our products as market leaders in market share and profit, leading to prosperity for our communities, workers, shareholders and the communities where we live and work.
Saturn Division (a division of General Motors)
Bring to market vehicles developed and produced by companies
USA, which leads the world in quality, costs and customer satisfaction. This is achieved through the integration of people and technology, commercial systems, and through the transfer of knowledge, technology and experience within General Motors.
18 Target orientation management decisions
Choosing the target orientation of an enterprise is a very urgent task, especially in modern economic life, which is characterized by high dynamism.
Constant changes in the market make it necessary to set new goals and, consequently, to implement them, which affects the nature of the management process. In this regard, various types of management process are distinguished, although their strict observance in practice may not be.
Let us note some features of target orientation when developing management decisions. Determining the goals of solving a problem poses a difficulty due to the fact that only simple solutions, as a rule, have one goal. In most decisions there are several of them, and contradictions between them are possible. Along with new ones, there are goals that should be preserved. For example, when solving the problem of increasing production volumes or reducing costs, you should remember to ensure product quality. In this case, the goal that needs to be preserved acts as a constraint. The choice of path to achieve it often depends on how accurately the goal is formulated. This circumstance also has psychological aspect: the more correctly the goal is set, the more confident the performers act in its implementation.
It is advisable to reduce the number of goals by simplifying and aggregating them. This can be achieved as follows:
First, identify the presence of subgoals to achieve the main one and exclude them from the list of goals. For example, when establishing the main goal - making a profit, reducing the cost of production is a subgoal, a means of achieving it;
Secondly, determine the reality of achieving your goals; exclude targets that do not meet this condition;
Thirdly, it is desirable to combine goals that coincide in content.
If several goals are identified, then the main one is identified, in relation to which the search for an optimal solution is carried out. At the same time, restrictions are set for achieving existing goals. For example, when determining the main goal - improving the quality of products - restrictions must be set on other goals: increasing the cost (since its unlimited growth is impossible) or the labor intensity of manufactured products.
Depending on the specific situations, the magnitude of the restrictions varies. She can
a) reach a certain limit (maximum or minimum),
b) be equal to this limit (value) or be greater than it,
c) be equal to or less than this value,
d) lie in a certain interval.
When setting goals, it is necessary to proceed from the general interests of the system, taking into account the possible conflicting interests of individual subsystems of the enterprise, expressed for private purposes. If there are conflicting goals of this kind, they should be brought to the same measurement scale and based on the priority of more general goals. This removes inconsistency between individual goals and allows for a better assessment of alternative courses of action.
In the very general view
CPCC
Composed of T C
Initiative-target technology is based on issuing tasks without indicating the means and methods of their implementation and is designed for an initiative and professional performer. It involves the development by the manager only of the ultimate management goal of the employee, group or process, as well as the deadline for completion, without indicating the mechanism for achieving it. In this case, the goal may be achieved within the stipulated time frame or earlier, or the goal may not be achieved for some reason and finally the goal may be achieved beyond the specified time limit. Technology does not guarantee achieving the goal. Initiative-target technology gives great scope for initiative decisions of subordinates.
the staff of the organization or its division is no more than 10 people;
the time required to complete the assignment should not exceed one month from the date of its issuance;
the presence of high professionalism of the staff or great confidence in them on the part of the manager;
preferential production of new goods, services, information or knowledge;
the presence of stable informal relationships in the team.
For this technology, a linear diagram of organizational relations is effective. The professionalism of the task is determined by the qualifications of the performer performing the task, and the qualifications of the manager play a secondary role.
In the most general terms management technologies (UT) is a set of management methods and processes, as well as a scientific description of methods of management activity, including the formation of management decisions to achieve the general and specific goals of the organization.
Technologies target management(T C U) determine a set of processor control technologies (T P U). Thus, the manager must first decide on the choice of a specific target management technology, and then use the corresponding set of processor technologies as tools. T C U are technologies based on the priority of goals over situations. T C U orients management activities towards achieving the goal: the decision should be aimed at changing the situation, and not at eliminating disturbing influences.
Composed of T C They include: initiative-targeted, program-targeted and regulatory technologies.
Most often used in organizations software-target technology, which provides for the issuance of tasks (goals, tasks) to performers indicating the means, methods and time for their implementation. It provides external or internal control of intermediate states of this execution. The professionalism of the task implementation is determined by the qualifications of the manager who issued the task, and the qualifications of the performer play a secondary role. Program-targeted technology usually guarantees achievement of the goal and is based on modern knowledge, economic and mathematical methods and information technologies.
The main conditions for using this technology are:
the staff of employees covered by a specific purpose should not exceed 1000 - 1500 people;
the time required to complete the assignment should not exceed 1 year from the date of its issue;
availability of certainty and availability of management and production resources;
the presence of a clearly expressed division of managerial and production labor;
production of serial and mass products for a long time;
a large volume of standard procedures, situations and solutions.
For this technology, a ring diagram of organizational relationships is effective.
In the most general terms management technologies (UT) is a set of management methods and processes, as well as a scientific description of methods of management activity, including the formation of management decisions to achieve the general and specific goals of the organization.
Target control technologies (T C U) determine a set of processor control technologies (T P U). Thus, the manager must first decide on the choice of a specific target management technology, and then use the corresponding set of processor technologies as tools. T C U are technologies based on the priority of goals over situations. T C U orients management activities towards achieving the goal: the decision should be aimed at changing the situation, and not at eliminating disturbing influences.
Composed of T C They include: initiative-targeted, program-targeted and regulatory technologies.
Regulatory technology consists of issuing tasks (goals, tasks) for execution, indicating possible means and methods for their implementation; in informing about possible resource limitations and the estimated time for their implementation; in strict control of unconditional movement towards the goal. The professionalism of completing a task is determined by the qualifications of the manager who issued the task and the performer.
Regulatory technology can lead to three main results:
achieving the goal within an acceptable time frame (earlier or later);
achieving tangible positive results from the process of achieving the goal (and not from achieving it);
lack of significant positive results within an acceptable time (“treading water”).
Regulatory technology involves the development by the manager of the ultimate management goal and strategies with the possible limitation of various resources (material, human, financial, etc.). In this case, the goal will definitely be achieved, but within a time frame that is difficult to determine in advance.
The main conditions for using this technology are:
the staff of performers, to one degree or another involved in achieving the goal, must be at least ten thousand people;
the time for completing the goal or its constituent tasks can be specified vaguely, for example, within a year, within a century, etc.;
in the process of achieving the goal, there may be a significant and unpredictable limitation of resources (financial, technological, raw materials, etc.);
predominantly innovative and long-term nature of developments.
This technology is based on statistical methods, fuzzy set theory, and the theory of developing solutions under conditions of uncertainty.
As Shannon defines it: “A MODEL is a representation of an object, system, or idea in some form other than the whole itself.”
There are a number of reasons for using a model rather than attempting to directly interact with the real world. These include the inherent complexity of many organizational situations, the impossibility of conducting real-life experiments even when they are necessary, and the future orientation of management.
Model building, like management, is a process. The main stages of the process are problem statement, construction, validation, application and updating of the model.
Like all tools and methods, management science models can lead to errors. The effectiveness of the model can be reduced by a number of potential errors. The most common ones are unreliable initial assumptions, limited ability to obtain the necessary information, user fears, poor use in practice, and excessively high costs.
Review of Management Science Models
Game theory is a method used to evaluate the impact of an action on competitors. Queuing theory models can be used in accordance with the demand for them. Inventory management models help the manager synchronize the placement of orders for resources and optimize their volumes, as well as determine the optimal quantity of finished products for the warehouse. Linear programming models allow us to establish the optimal way to distribute scarce resources among competing demands for them. Simulation modeling is the use of a device that simulates the real world. Economic analysis uses a number of methods to determine the economic position of an organization or the feasibility of an action from an economic point of view.
GAME THEORY. One of the most important variables on which the success of an organization depends is competitiveness. Obviously, the ability to predict the actions of competitors means an advantage for any organization. GAME THEORY is a method for modeling the assessment of the impact of a decision on competitors.
Game theory was originally developed by the military so that the strategy could take into account the possible actions of the enemy. In business, game models are used to predict how competitors will react to price changes, new sales promotions, additional service offerings, modifications, and new product introductions. If, for example, management uses game theory to determine that competitors will not do the same if they raise prices, it may have to forgo this step to avoid being put at a competitive disadvantage.
Game theory is not used as often as the other models described here. Unfortunately, the situation real world are often very complex and change so quickly that it is impossible to accurately predict how competitors will react to a change in the firm's tactics. However, game theory is useful when it comes to identifying the most important factors to consider in a competitive decision-making situation. This information is important because it allows management to consider additional variables or factors that may affect the situation, thereby increasing the effectiveness of the decision.
Features of the target orientation of management decisions during their development are as follows:
· decisions have only one goal simple tasks, and if there are several goals for solving a problem, then contradictions are possible between them;
· the choice of methods for solving problems depends on the accuracy and correctness in formulating the goal, and the more correctly the goal is formulated, the more confidently the problem will be solved;
· if it is necessary to leave several goals, then the main one, the priority one, is determined, and restrictions are formulated for the rest;
· if opposing goals are discovered among different departments, they must be brought to a “common denominator” based on priority goals.
Goals and decisions are interconnected, have similar and features(Fig. 1.7).
A simple goal has one type of solution - to be or not to be, a goal of medium complexity has two or three options, complex goals can be described by multi-choice solutions. Target typologies is a set and a certain sequence of procedures and operations based on the priority of goals over situations, i.e. they focus the decision on achieving a goal rather than eliminating disturbing influences. As a process, the goal reflects the development strategy adopted by the organization; as a phenomenon, it determines the final result.
Rice. 1.7. Signs of similarities, differences and relationships between goals and decisions
The development of a new management decision occurs according to a multi-operational algorithm, in connection with which the manager simultaneously carries out two types of activities:
1) technocratic, which should occupy most of the time, this is the implementation of proven management procedures;
2) creative, which can be present at any stage and requires the development of certain qualities and the ability to solve problems creatively, otherwise - to know technology creative solution problems.
The main criterion for the formation of management decisions is the presence of an unacceptable problem in the planning, organization, motivation, control, and coordination activities of a management specialist.
Target technologies are usually divided into the following types:
1) initiative-targeted The technology is based on issuing tasks without specifying the means and methods for their implementation and is designed for an initiative and professional performer. The manager calls final goal and deadlines, without indicating the mechanism for achieving it. This technology gives room for initiative and is used in small organizations qualified personnel at innovative developments;
2) program-targeted technology is used more often, this is proactive management; tasks are issued indicating the means, methods and time for their implementation, the goal is achieved exactly on time; base - modern knowledge, computers and information Technology; used for large organizations;
3) regulatory the technology provides for strict control of approach to the goal, although the exact timing of its achievement is difficult to determine.
· all forms of risk production with up to 10 people - initiative-targeted, regulatory, program-targeted;
· small forms – program-targeted, regulatory, initiative-targeted;
· Societies are only regulated technology.
Questions for self-control
1. What tasks are management tasks? What systems are called controlled systems? What is included in the management system?
2. What are the main groups of functions of the control system? What is the control cycle? What are the ways to improve control systems?
3. Introduce the basic concepts and meaning of management decisions. Describe the main features of decision making in technical, biological and social systems.
4. What is the main essence of the processes of goal setting, situation assessment, problem definition and decision-making to resolve it?
5. Name and describe the main types of management processes according to the nature of the interaction of its main stages.
6. What is a management task and what does it include? Describe problem solving as resolution procedures problematic situation. What do you know about the role and thinking styles of managers when solving management problems?
7. Reveal the essence of the main criteria for solving problems: content, feasibility, competence, complexity.
8. What is the choice of management strategy and tactics? What should a manager be guided by when choosing management strategy and tactics?
9. Describe the hierarchy of the most preferred tactics in solving certain management problems. What is the main essence of the manager’s behavior strategy in conditions of conflict activity?
10. Name the main elements whose presence is necessary for decision-making. Describe the economic, organizational, technological, legal, social, guiding, organizing and motivating essence of management decisions.
11. What is the main essence and role of a manager’s intellectual activity in developing management decisions? What is the role of thinking and the managerial needs of an individual when making management decisions?
12. List and describe the main groups of management decisions that are most often encountered in practice, by functional focus, by source of origin, by organization of development, by direction of impact, by scope, by scale of impact, by number of criteria, by method of information processing, by the depth of impact, the nature of implementation, the form of presentation.
13. Imagine general scheme making decisions in the form of a sequence of stages. What is the main essence and content of the stages of forming and analyzing alternatives, obtaining forecast estimates?
14. Describe the main features of the implementation of the “Formalization of problem statement” stage in the decision-making process.
15. How do you understand the term “bottleneck” when processing information flows? What is the essence of the task of identifying problems? What is the role of task formalization in obtaining and supporting decision making?
16. List the main resources of the management system and their role in solving management problems. What determines the communication resources of a control system?
17. List and describe the content of the main forms of decision development used in management practice.
18. List and describe the main types of decision-making models. Describe the simplest model making a decision in the form of a sequence of cyclically repeating stages. What mechanisms for evaluating alternatives do you know?
19. What is the essence of information support as essential element successful functioning of the management apparatus and decision-making process?
20. List and comment on the main directions of the formation of information support for decision-making by the manager.
21. What is “quality of management decisions”? Imagine and describe the most important properties management decisions. What are the objective economic conditions developing quality management decisions?
22. List the requirements for a management decision and the conditions for achieving them.
23. Describe the main organizational and psychophysical prerequisites for quality management decisions.
24. What is the main essence of the target orientation of management decisions? What are "target technologies"?
No organization can successfully survive in a competitive environment if it does not have clearly defined guidelines, directions that set what it strives for, what it wants to achieve through its activities. The old wisdom that there is no fair wind for a ship whose crew does not know where it is sailing figuratively illustrates this point. But the goal principle in the organization’s activities does not arise only because it needs to have guidelines so as not to perish in a changing environment.
First of all, the goal principle in the activities of an organization arises because an organization is an association of people pursuing certain goals.
People create organizations in order to solve their problems with their help. This means that from the very beginning, organizations have a specific goal orientation. Further, people enter organizations in order to obtain a certain result for themselves. And it also gives the organization a certain goal orientation. Finally, people from the external environment (customers, the public, business partners, etc.), pursuing their own goals when interacting with the organization, as well as those who own or work in the organization, give its existence a certain direction and thereby develop the target principle in its activities.
The organization itself does not and cannot have goals. Goals have individual people who try to achieve them with the help of the organization. Naturally, at the same time they must give up something, sacrifice something for the benefit of the organization. The desires and aspirations of individuals, i.e. their goals are usually in conflict with the goals of others. It is this contradiction that management resolves by establishing the organization's targets.
It is quite rightly believed that the search and establishment of the resultant target reference points different people or groups of people solving their problems through interaction with the organization is a key role of management. If management manages to orient the organization in such a way that achieving the organization’s goals allows individuals and groups of people, on whose activities the success of the organization’s functioning in a competitive environment depends, to achieve their goals, then we can say that management is leading the organization in the right direction. If contradictions are not resolved in the organization's goals, this means that management is not coping with its key role.
In business practice
Partners of Rossiysky Credit Bank, who own more than 36% of the shares of one of the world's largest producers of iron ore raw materials, Lebedinsky GOK, decided to change general director this plant and appoint one of the two candidates nominated by them in its place. Before this, the general director took several actions aimed at weakening the influence of the partners of the Russian Credit bank. In particular, an additional issue of shares was carried out, as a result of which the share of Russian Credit partners sharply decreased. The bank's partners filed an appeal in court to declare the issue illegal. The appeal was considered by courts of various instances. In the end, the bank's partners won. The desire to remove the general director, Mr. Kalashnikov, from his post and appoint his own candidate in his place was also expressed by the governor of the Belgorod region, Evgeny Savchenko, who actually controls 25% of the plant’s shares owned by the Belgorod property fund. The governor nominated his deputy, Mr. Kalinin, to this post, with whose candidacy the partners of Rossiysky Credit Bank ultimately agreed.
In response to this action of the shareholders, the general director of the plant, Mr. Kalashnikov, enlisted the support of labor collective, who fully shares his position and is ready to take an extreme measure - an indefinite strike.
An extraordinary meeting of shareholders, convened at the initiative of the partners of Russian Credit, removed Mr. Kalashnikov from the post of general director and appointed Mr. Kalinin in his place. The meeting was attended by shareholders owning a total of 55.25% of the shares. All decisions of the meeting were adopted almost unanimously, because at the call of Mr. Kalashnikov, the company’s employees, who together owned 35% of the shares, ignored this meeting of shareholders.
When we talk about the target principle in the behavior of an organization and, accordingly, about the target principle in the management of an organization, we usually talk about two components: mission and goals. Establishing both, as well as developing a behavior strategy that ensures the fulfillment of the mission and the achievement of the organization's goals, is one of the main tasks of top management and forms a very important part of strategic management.